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JP Aragón Master Black Belt Lean Six Sigma Consultant and Instructor
Business Process Improvement Senior Professional Consultant
Driven by excellence and passionate for people Oriented to optimize Profitability, Productivity and Customers Satisfaction by implementing “Lean Six Sigma” continuous improvement methodology. Results driven, strong believer of working with principles, values and a great attitude.
JP Aragón
Industries of expertise
Food & beverage, dairy, bakery, distribution, supply chain, procurement
Oil & gas exploration, utilities, pharmaceutical, textiles & garments
Agroindustrial, industrial machinery, mayor service centers, natural resources
Transactional call centers, BPO, financial services, front & back office customer service, Health & Medical services
Machining, Tooling, and Assembly, extrusion, flexo printing
Key Skills
Working with people with different academic levels and multi-cultural background
Lead projects on a Multi-facilities operation
Implement continuous improvement initiative on manufacturing and service / transactional processes combined
Setting and achieving integrated and aligned goals to meet corporate, client and employees expectations
Training and couching to drive organizational cultural change
Strategy deployment thru different hierarchical levels
Variable compensation based on real productivity
Education
2016 – Lean Kata – University of Michigan
2009 - Doctoral Thesis in OEE & VSM Doctorate in Business Administration UFM-SMI
2011 Lean Manager Coaching certification - Shell
2009 Certified ISO Consultant
2008 Master Black Belt Six Sigma Six Sigma.US
2006 Master Black Belt & Champion Lean Six Sigma Sara Lee Corporation, Houston Texas
2005 MBA UNIS Guatemala - IPADE México
1997 International Trading Associate, Agexport, Guatemala, C.A.
1995 Business Administration, Southern Methodist University Dallas, Texas
JP Aragón Master Black Belt Lean Six Sigma Consultant and Instructor
Relevant Projects
Implement SPC – Statistical Process Control system at 38 Food manufacturing facilities, 3 Years – Kroger
Visa Fraud Department – Improve Fraud detection process & Certification of 12 Black Belts
Statistical Process Analysis - 401K Fidelity
FCA – Chrysler, Jeep, Dodge, Fiat, Alfa Romeo – Administrative Processes + 10 Kaizen projects & Green Belts Certifications
Shared Services Processes – Molinos Modernos, Toledo + 70 Kaizen projects & Green Belts Certifications
NPI New Product Introduction Process – MC Assembly
USAID – Commerce & Trade Facilitation in Central America thru border process improvement, Multi Countries and government / private sectors initiative
International Bank – Loan Process Improvement & Green Belts Certifications
Allied Global BPO – 30+ Kaizen projects benefiting Customers, Share Holders, Employees and other Stake Holder & 110 Yellow & Green Belts
Professional References
Name Company Reference Phone
Ricardo Alvarado Accenture Business Partner 770-510-8416
Izzy Galicia Incito Consulting Business Partner 209-740-7162
Jason Berh Six Sigma US Business Partner 877-497-4462
John Gunkler Elan Group Business Partner 941-706-1719
Kevin Clay Six Sigma DSI Business Partner 479-739-4940
Amna Saidi Simple Linxs Business Partner 817-251-5841
Sergio Mendez Panamerican Business Partner 502-4768-9618
Sean Waymore Tesco Corp Customer 361-701-9667
Luisa Molina Allied Global BPO Customer 502-794-8600
Luis Arevalo Telus International Customer 502-4212-7211
Jose Arriaza Citi Bank Customer 502-5531-1691
Robert Barillas Weatherford Customer 281-405-2973
JP Aragón Master Black Belt Lean Six Sigma Consultant and Instructor
Professional Experience
2/2007- Present SENIOR CONSULTANT & DIRECTOR Paragon Engineering www.paragonengineering.us
Responsible of leading continuous improvement projects in more than 20 countries – America, Europe and Middle East.
Senior Consultant for Financial, Manufacturing, Service Corporations, Non-profit and Government.
Project assessment and evaluation of improvement opportunities.
Present the estimations of financial impact to the Board of the Corporation or Institution.
Design the action plan for executing the project.
Design & Develop the curriculum for the associates.
Develop Kaizen projects with multi-tasking teams creating a tremendous impact on associates culture and financial in the corporation.
Coach Managers on how to present the results and impact on each project.
Follow up on further results from the projects developed to find new opportunities of improvement.
Software development to support the projects execution.
12/2005 – 1/2007 DIRECTOR OF CONTINUOUS IMPREVEMENT
Sara Lee Texas, Louisiana & Mississippi
1.5 Year of Lean Six Sigma certification program
Responsible of the continuous improvement projects for the operation on the Gulf coast region.
Produce a Turnover of $8.8 Million in the Corporation’s operation during the certification program.
Project assessment & estimations, cost analysis & ROI impact presentations and validations.
In charge of develop projects within the budget & impact results.
Review P&L reports with GM and Financial manager in order to align projects to maximize financial impact.
Lead “lean manufacturing”& “continuous improvement” deployment.
Optimize space utilization on warehousing by 30%.
Reduce 18% of waste in the operation though leading Kaizen program & trainings. Reduce Down Time, Over-processing, Overproduction, optimize inventories and labor.
Sustain an accident free operation for 4 periods; lead daily safety meeting in different facilities.
Manage Quality control & Quality assurance, by standardizing work procedures in order to make a Mistake Proof Process.
Lead Root Cause Analysis workshops.
JP Aragón Master Black Belt Lean Six Sigma Consultant and Instructor
Determine a new set of key performance indicators.
Increase productivity 13% by Daily review of OEE, scheduling & monitoring boards.
Weekly analysis of financial & productivity reports.
Inventory control, receiving, shipping, cross control and shortening management.
Reduced downtime 18% trough Implementation of Total Productive Maintenance program (TPM).
2/1998-12/2005 DIRECTOR OF OPERATION FOR CENTRALAMERICA & PANAMA
Ingersoll Rand (Bobcat), Yale, JCB, LinkBelt
Forklifts, industrial machinery & tractors
*Company was merged with another dealer
Responsible for 6 Countries operation of Sales, Rent and Service of YALE industrial trucks, BOBCAT tractors, Carmix construction machinery, JCB and LinkBelt machinery.
Develop the annual work plan increasing revenues and profitability to sustain healthy grow.
Perform value stream mapping to increase productivity by relocating two service centers and reduce waste in transportation.
Project estimating, negotiating and contract execution.
Improve company’s Safety and productivity through 5 S plan and audits.
Produce and develop sales and marketing plan of services and products in order to increase the amount of customers and its satisfaction.
Supervise two government contracts (1) in Port Limon, Costa Rica and (2) Port Acajutla in El Salvador.
Perform TPM on 900+ units on the rental department trough the region decreasing down time and increasing availability by 35%.
Coordinate the exporting & importing of equipment machinery trough the 6 countries.
Research additional products and services complementary to the core business operation.
Supervise 6 district managers and 200+ people team work.
Provide financial and operative monthly reports to General Manager.
Provide service in Central America & Panama to clients like: Coca Cola, Procter & Gamble, PepsiCo, Kellogg and others
Develop Continuous improvement training through “Kaizen program”: On Line training videos and material to go through different Levels and systems on forklifts.
Create and implement a structured plan from Push to Pull parts supply.
Organize seminars for the sales team to define strategies, present new models and discuss quarter period results.
JP Aragón Master Black Belt Lean Six Sigma Consultant and Instructor
Up load on the company’s webpage, all the different attachments and applications to offer a wide variety of business solutions, as well as, monthly updates newspaper.
Market research investigations with forklift operators, to establish key points on sales decisions making on every industry. Results were presented to tech and sales teams.
Develop programs for the sales team where competitor’s brands forklifts were tested and evaluate comparing and analyzing our highs and lows; and how to react to it
1/1995-12/1997 PRODUCTION MANAGER
CAFFEINE COWBOY, DALLAS TEXAS
Responsible for designing, setting up and operation of a Coffee and Tea manufacturing plant.
Coordinate the logistics for importing green coffee from Costa Rica, Hawaii and Kenya.
Monthly update of cost structure for competitive sale prices.
Programmed maintenance for the Tea & Coffee equipment rented to customers.
Hire & train employee for 4 stores.
Research, analyze and development of products and brands
JP Aragón Master Black Belt Lean Six Sigma Consultant and Instructor
Lean Six Sigma Implementation & Continuous Improvement Projects
JP Aragón Master Black Belt Lean Six Sigma Consultant and Instructor
Industry: Financial institution
Project Results ROI -
annualized
Voice of customer Development of new services that resulted on
additional revenue on the first year of
implementation
$825,000
Financial
statement process
Improve cycle time reduction from 17 days to 5
days allowing the board to receive on time accurate
information. Elimination of 85% of reprocess from
unnecessary inspections.
Soft impact
Process and
procedures
Standardization
Errors reduction on 17%, sustainable ramp up of
three additional customer service center
$ 237,000
annualized
impact
Credit approval
process
Cycle time reduction from 2 weeks to 48 hours,
75% reduction of non-value added waiting time
$1,300,000 Q1
Revenue
Industry: Oil exploration and drilling company
Project Results ROI - annualized
Response time to “No Fluid
Detected” wells
1. Well downtime reduced from
467 to 138 days/ month
2. Production increase of 377
Barrels of Oil per Day (BOPD)
$2,500,000
Soft water usage by steam
generators in oil reclamation
1. Reduced CGS by 65%
through proper chemical mixture
2. Increased soft water
production by 30,000 barrels per
day
3. Increased oil reclamation
$1,000,000 – chemical
savings
$18,900,000 –
increased oil
production
Improving automatic well
test process
1. Increased test accuracy by
25%
2. Improved % of successful
“work overs”
$500,000
Oil content of injection
water
1. Reduced content from 40
ppm to 25 ppm
2. Increased oil production by
over 100 BOPD
3. No increase in chemical use
$800,000
Periodic well test process 1. Increased accuracy by 25%
2. Improved well work
decisions
3. Increased number of tests per
month by 423
$400,000 – well work
decisions
$100,000 – value of
extra tests.
JP Aragón Master Black Belt Lean Six Sigma Consultant and Instructor
Industry: Water Treatment
Project Results ROI -
annualized
Water Treatment – total solids
were 7 times the specification;
treatment costs were $.14 per
barrel
1. The quality of the water was
improved 7 fold while the operational
costs were lowered to $.08 per barrel.
2. Training on “variation reduction”
was instituted for all operators. New
SOPs were accomplished.
$854,000
Industry: Vehicle maintenance support unit (large company)
Project Results ROI -
annualized
Reduce the high cost of
vehicle maintenance
1. Moved technical experts to the field
2. Improved data collection techniques
Lower “no evidence of
failure” (NOEF) rate
1. Reduced NOEF rates from 30-40% to
less than 5%
2. Improved training and awareness of
operators
Cut vehicle time out of
commission rate
1. Implemented improved Control Plan
2. Used Measurement System Analysis to
improve diagnostic equipment
3. Implemented electronic technical
manuals
Total: $1.8
million
Industry: Transactional
Project Results ROI-
annualized
Human Resources: Employee
productivity is reduced when
employees transfer to different jobs
within the company
1. Lost productivity due to failure of
direct deposits, interrupted health
care, large out-of-pocket expenses, as
well as lot access to computer/phone
was calculated.
2. DMAIC process resulted in
improved process flows and SOPs to
include a transfer binder, use of
intranet, and pre-transfer training.
3. Annual survey instituted.
$479,700
JP Aragón Master Black Belt Lean Six Sigma Consultant and Instructor
Industry: Large Electronics Company
Project Results ROI-
annualized
Upgrade Monoblock
duplexer
1. Upgraded the product using VOC, IPO
diagram, and DFSS tools
$724,000
Deflection yoke for
TV
1. Upgraded the design using DFSS tools and
improved the overall production process
$240,000
Industry: Automotive
Project Results ROI-
annualized
Crankshaft
production
failures
1. Decreased the number of crankshaft failures from
15,000/million to 1,000/million
2. Used Six Sigma tools to stratify the errors; most
were due to grinding failures. DMAIC decreased the
interference caused by design of main axle pocket and
flange area
3. Improved operator training
$100,000
Industry: Pharmaceutical
Project Results ROI- annualized
Pharmacist Information (PI)
Outsert (shrink wrapped on
outside)
1. PI Outsert bottleneck on the
drug secondary packaging line
was eliminated.
2. New adhesion process and
automated cartoner installed.
3. Eighteen FTE moved from
process to another process
within the business
4. A new, smaller, and less
expensive outsert created.
$4 million (after the
cost of capital
equipment)
JP Aragón Master Black Belt Lean Six Sigma Consultant and Instructor
Industry: Pharmaceutical
Project Results ROI-
annualized
Packaging- downtime of machines on the
packing line was excessive causing lower
than expected/desired productivity.
1. SOPs were developed
2. Training was improved
3. Variation in the
adjustments and adjustment
frequencies was reduced
$90,000
Industry: Medical Device Company
Project Results ROI-
annualized
Combine two existing rejection
systems used for tracking defective
materials.
1. The two systems were
combined, streamlined, and placed
on the web.
2. Process flow created for new
process
$118,000
Industry: Alumina Refinery
Project Results ROI- annualized
High variability in titration
measurement system resulting in
high variability in the process
chemistry (A/C ratio =g/l
Alumina / g/l Sodium Hydroxide)
1. The pooled standard
deviation of the A/C Ratio
for the four titration
systems in use reduced by
69%.
2. The variability of the
individual components
reduced from 41% to
71%.
3. Improved plant A/C
Ratio control and reduced
lost production due to not
maintaining target
production Ratios
4. Reduced downstream
problems caused by high
A/C Ratios
1. $180,000
2. Indirect savings –
increased productivity
due to less maintenance
problems caused by poor
ratio control
JP Aragón Master Black Belt Lean Six Sigma Consultant and Instructor
Industry: Chemical Production
Project Results ROI- annualized
Methyl Ethyl Ketone (MEK) and
Ethanol Separation Unit –
improve production capacity and
reduce variability
1. Cpk was increased from .77 to
4.3
2. Normal production rates for
MEK and Ethanol improved more
than 4% above previous
maximum rate
3. Ethanol losses reduced
1. $100million for
MEK
2. $70 million for
Ethanol
3. Soft savings -
$25 million
Industry: Machining, Tooling, and Assembly
Project Results ROI-
annualized
Customer
Service/Warranty claims-
the process too
cumbersome and costly
1. New streamline process created
permitting better tracking of supplier
related warranty costs
2. SOPs developed(PF/CE/CNX/SOP)
$100,000
Industry: Submersible Pump Repair
Project Results ROI- annualized
Process –process to produce
submersible pumps was too slow
resulting in a large volume of lost
sales
1. Process streamlined and
waste removed.
2. Cycle time reduced from 24
hours down to 19 hours.
3. Physical layout and tool
control dramatically improved.
4. Number of temporary
storages reduced from 24 to 6.
1. Reduced waste
yielded $436,370
2. Sales increased
$4.9million