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Barchelo degree in Mechanical Industrial Engineer

UVM campus Lomas verdes



Lean Enterprise in Manufacturing Process and service.

Tec de Monterrey Campus Edo.Méx


Work experience


Continuous Improvement Coordinator

Kerry de México SA de CV
  • Coordinate implementation to process and model of continuous improvement, ensuring the understanding and correct use of the lean tools.
  • Coordinate activities that contribute to the sustainability of the plant, to the improvement of indicators and to the joint work of the different departments.
  • Carry out, disseminate and train the foundation of the objectives of the plant / organization, to ensure their alignment. Implementation of a hunting card to reduce the 7 + 1 waste in the plant.
  • Ensure that the plant team understands the foundation and sustainability of continuous improvement, to do it daily using the methods, tools and systems applicable to the organization's environment.
  • Facilitate effective communication in the plant at all levels to focus on the result.
  • Facilitate tools for prioritization and solution of problems, investigation of cause and assurance of future detections of the same.
  • Coordinate activities and work teams to ensure the monitoring and control of projects generated in strategic planning of savings of 20K usd / year (11Kusd YTD).
  • FMEA warehouse and shipping shipments to reduce complaints and improve service, using the 8Ds methodology.
  • Monitor the results of the continuous improvement programs, their contribution to the overall results of the company and propose the appropriate adjustments for the alignment of the CI program to the needs of the business.

Lean Manufacturing Coordinator

Poliuretanos Summa Woodbridge
  • Program, direct, monitor and evaluate the improvement of company processes.
  • Increased productivity and quality of the processes and techniques for kaizen events.
  • Monitoring of OEE in lines of production by 5Q´s. and training teammates in TWI.
  • Analysis of LTR for processes and development of implementation of TPM.
  • Ensure compliance with targets and indicators of the company.
  • Ramp up projects in manufacturing areas.   
  • Apply 8Ds as a problem solving with quality management and quality tools to repair  issues on process.
  • Work together with the multidisciplinary team in APQP and PPAP projects.
  • Work together with PLIF´s in VSM Leon Company to standardize the process and improve the flow.
  • In charge of lean aassessment to achive the target of each semester.


John Crane MMC.
  • Standardization of tools CNC, works of SMEDin low volume parts and analysis times and motion.
  • Deviation of drawings and product with the difrenets sites of John Crane  EE.UU..
  • Control and optimization of inserts and tools of cutting by manufacturing cell and operator.
  • Problem Solving machining RCA (8D´s, Ishikawa, Pareto, etc.)
  • Engineering changes by means of MOC and listing of new products and treatment with suppliers.
  • Efficient delivers of tools from the tool room.
  • Implementation of vending machines on the shop floor to improve the use of cutting tools.

Manufacturing Engineer

Humbrall S.A. de C.V.
  • Design of new prototypes.
  • Update and modification of production plans.
  • Reduction of the cost of manufacturing prototypes.
  • Registering the tool change times in the KPI's.
  • Implementation of SMED in exchange for molds.
  • Development of Lean Manufacturing methodologies within the organization.
  • Training in the installation of new hardware prototypes with Telcel Hermosillo.
  • Innovation, improvements and design of experiments to prototypes.

Machining Chief

Fábrica Nacional de Molduras S. De R.L. De C.V.
  • Increased compliance with the preventive maintenance plan by 60%.
  • Optimization of the process of machining (CNC) of molds 50% in its operations.
  • Reducing the bottleneck in welding by 80%.
  • Reduction of 60% of re works due to defects in production.
  •  Control of the Capex in charge for maintenance and CNC spare parts.
  • Reduced consumption of inserts per CNC machine by 35%.
  • Implementation of maintenance VPO in charge of teams and teammates.
  • Participating and implementing Lean Manufacturing within the organisation and Six Sigma projects.
  • Training and control of safety indicators in the area of CNC machining.
  • Teamwork and problem solving.
  • With 50 operators in charge and 2 shift engineers.