Dr. Salvador Nieto Sanchez

Delivering the manufacturing of the first 2 new smart gas meters Developing one-piece-flow, operator in motion final assembly/test processes Guiding of +500 projects on 5M€/year savings Managing ~500M€/year manufacturing cost Transferring products to Asia and Africa Redefined the 4-stages checklist to improve the introduction of new products Co-led industrial strategy and manufacturing footprint Restructuring of 2 sites Constructed the 3-steps Center of Excellence for Product Industrialization

HEAD OF PROJECT, Try a Bite, Queretaro, Mexico Try a Bite was a students’ initiative and I coached them to start the business • Developed the business vision, model, and marketing strategy, the operations and the supplier base BOARD MEMBER, Kinder-Hoffnung für Lateinamerika eV, Mainz, Germany KHfL needed more financial resources to support projects in Latin America; I designed the marketing strategy • Assigned 2.4K€ to each of 3 associations in Argentina, 1 Peru, and 1 in Bolivia

Owner of the House of Operational Excellence on 4 business units, 22 sites, and Scorecard KP: processes in Strategy, Change, Production, Quality, Supply Chain, Innovation, and People • Implement “Think Global. Act Local”. Then, focused +120 teams on few SixSigma and SIOP global projects, delivering +20% of the scorecard target and 35M€ savings, and a management recognition • Automated +300 supply chain improvement projects (reservoir of ~215M€ of cost saving potentials)

Deployed the international supply chain and set SAP to secure 150M€ of production of 150 single chemical Reduced inventory by 92% (12.5 to <1.0 M€) and speeded the qualification cycle 3.1X, from 527 to 170 days Achieved the target cost of <1€/gram , with ~100% quality to beat the profitability expectation in 2009 Coordinated the +30,000 value chains to improve the intercompany transfer prices of Liquid Crystals

Reduced RFQ Cycle from ~40 to ~6.7 days Increased customer satisfaction from 75% to 95% on 129 new products Consolidated 300M$ of raw material inventory of Motorola’s Broadband Increased inventory turns from 4 to 24, with an Inventory Health Index = 0.971 (ideal is 1) Redueced the response time between the site and the 3PL partner’s systems by ~1200% Submitted the idea for mining the 8D reports data; savings were estimated at ~1.4M$/year

Returned to cost profitability the operation: 300M$/year, 750 people, and 350 Broadband products Reduced the conversion cost by 14% Led 3-years improvement plans on safety, quality, delivery, cost, TPS, Lean, development and training, and ISO re-certification Team satisfaction increased from 70% to +92% Improved productivity from 87% to 94% Reduced overheads by 1M$ Introduced ~2.3 new products/day Transferred 4 product lines to Mexico: 3 from the USA and 1 from Germany

Stabilized the Asia operation for Mexico Ran the World Service Center Motorola-Automotive SQA for Asian suppliers Reduced 4-6% cost new products materials Saved ~1.33 M$/year on exchange rates US vs TWD Avoided customs’ fines (100-200K$/year) Incorporated 92 key Asian suppliers (~27M $/year) into VMI program Reduced 15% of in-transit time (~1.2M$/year) Increased customer satisfaction of the 5 repair centers by 20% Met the 5% Cost Plus target on the repair materials

Purchased 300M$/Year Electro/mechanical commodities IS&OPed 500M$/Year of materials Embedded the VMI program in business Added the top 20 account/suppliers (80% of purchasing value) in VMI program. Outsourced three sub-assemblies (~700K$/year) in Mexico Reached 100% raw materials OTIF Improved PPV 7-12%/year Quality reached ~95% Ship-to-Stock status Reduced -30% Inspection costs Achieved an Inventory Health Index of 0.95 Freed ~380m2 of warehousing Inventory turns went from 4 to ~20

• Assistant to the Engineering Economy, Operations Research, Simulation classes • Researched: Algorithms to classify data into two disjoint groups. Funded by the U.S. Department of Energy Effects of several Lot-sizing techniques in ERP systems How to align Operations to the Business strategy Utilization of Fuzzy Numbers in Business

Managed supply chain (50M$/year) Order Entry MPS/MRP runs Inventory and Production Control Purchasing Logistic Receiving Warehouse Systems PITEX -Mexican Feeder Program Implemented Motorola's ERP Was plant acting manager

Launched the facility to manufactured PCB Developed and implemented the LAN-ERP system in 3 plants in Mexico. Managed: Planning and Manufacturability Quality Production (10M$) Materials and Systems Project Evaluation CapEx Plant’s KPIs Systems and user tests

Programmed and maintained the CNC equipment

Assistant Engineering Economy, Operations Research, Simulation Classify data into two disjoint groups. Funded by the U.S. DOE Effects of several Lot-sizing techniques in ERP systems How to align Operations to the Business strategy Utilization of Fuzzy Numbers in Business

Design, Programming, Machining of CNC Equipment

Industrial Engineering and Technical Teaching