Talented professional with extensive experience in continuous
improvement, healthcare, manufacturing, project management, and logistics
management. Determined individual to achieve positive outcomes and successfully
contribute for excellence utilizing extensive background in Industrial
engineering and Lean Six Sigma.
Operational Excellence ManagerOct 2013 to Current Parkland Health and Systems － Dallas, Texas
Manage variety of continuous improvement projects mainly
driven to improve patient flow, revenue, and patient access within the
hospital. Responsible to identify,
prioritize, and propose strategic projects to leadership that will align with
Parkland's strategic plan. Also, support
the organizational lean culture initiative by developing and providing Lean
basics training to all staff levels. Facilitate and manage $64 M transformational care projects
under the 1115 Waiver DSRIP for Medicaid and Medicare reimbursement.
Green Belt training package for front line.
training of the lean six-sigma basics.
simulation and lead time optimization for the patient transportation.
of the 5S concept to the OR pharmacy.
to the design of the logistic plan for patient relocation to the new hospital.
reimbursement from Texas Health Commission for the amount of $12M, $17M, $13M
for FY13, F14 and FY'15 respectively.
reduce procurement lead-time by six weeks.
Sr. Industrial EngineerSep 2012 to Oct 2013 Airforce Army Exchange Service － Dallas, Texas
Apply lean six sigma and industrial engineering principles
for process improvements for all distribution centers with special
concentration in transportation, cycle time, safety, and inventory levels.
Provide recommendations by performing economic analysis of the optimum location
for inventory storage, 3PL, transportation to the sales directorate,
Accountable for performing continuous improvement projects and recommending
strategies for improving the supply chain. Evaluate time studies, develop
accurate time standards, and perform process simulation through ARENA software.
Introduced and establish the lean six sigma culture
at the logistics department.
Established an EOQ model to the purchasing program
and decrease annual holding cost by 39%.
Reduce implementation cost by constructing a
simulation of the conveyor system for the West Coast DC.
Manufacturing EngineerJul 2009 to Sep 2012 Cardinal Health － El Paso, Texas
Lead and manage continuous improvement projects for
operations not limited to facilities, raw materials, and distribution
operations. Apply lean six sigma tools and industrial engineering principles to
solve complex operational problems. Support Cardinal's lean culture initiative
by providing Lean -Six Sigma training to frontline and by sustaining culture
change. Manage and provide direction to
the facilities technicians as well to GMP staff
Reduce operational expense by
completing Green Belt projects with savings of $390K.
Optimized transportation costs by
maximizing capacity on trailers by combining multiple orders and acquiring
services from a 3PL.
Improve processing time for a purchase order by eliminating
non value activities and by automating work elements.
Reduced workforce by automating manual and standardizing
work elements and reduce travel distance.
Decreased number of safety observations by 35%.
Distribution and Inventory ConsultantJan 2004 to Jul 2009 Cardinal Health － El Paso , Texas
Analyze the production logistics for the distribution
center, generate and create production-efficiency reports from the warehouse
management system database. Conduct motion studies such as direct time for
implementation and validation in order to detect areas of improvement. Profile
product in the warehouse based on the demand and characteristics following the
FIFO methodology. Design SQL queries to monitor inventory flow, product's
expiration and inventory transactions. Conduct continuous improvement projects
using Lean Six Sigma approach with a concentration to the picking, replenishing,
and stocking operations.
Implemented a robust system that proactively alerts when
product will become obsolete and strengthened the FIFO.
Financial impact avoidance of 35%
by redesigning expired and obsolete inventory prevention system.
Achieved $36K savings with the implementation of Kaizen
Reduce cycle time from the receiving process at the
Implementation of time standards for the production process.
Decreased $1M of aged inventory
with potential of getting expired.
Bachelor of Science, Industrial Engineering and Systems2011University of Texas at El Paso － El Paso, Texas, US
Certified Six Sigma Black Belt
Lean Six Sigma
Office, AutoCAD, ARENA, Visio, Minitab 16, Instantis, Warehouse management
system, SQL, AS400, Simul8 and UMT