Ing. Edgar Yunik Romero López

Work Experience

Management of multiple projects (Sustaining & NPI’s), coordinate the engineering group to achieve the customer date lines, improve actual processes, generate and send daily reports to the general direction, close follow up to delayed projects, support at the metrology area (creation of new methods and tools to improve the area’s flow), technical support to inspectors and technicians (OGP equipment usage, drawing interpretations, correct ways to measure and vision equipment operations), plan and implement strategies to meet the internal customer requirement.

Management of the human and financial resources at the production area (with 120 people in charge), achieve the company goals (KPI’s – Efficiency, Scrap, Productivity, Safety, OTD, etc…), to do recovery plans when production delays, coordinate the support areas in order to accomplish the company goals (Warehouse, QA, Engineering, planning, etc…), in charge of performing improvement projects (Kaizen events, workshops, Gembas, etc…), production efficiency analysis of gained Vs paid hours, improve the flow processes for the all area, plan and perform strategies for the business sustainability, maximize resources and space for future business growth, reduce WIP and FG inventory.

ACHIEVEMENTS
-Take the responsibilities the two managers for the A330 program in 3 months
-Reduce head count in integration area 25% in 3 months

In charge of two production areas (Reinforced Diaphragm &Silicon Extrusion with 30 people and two shifts), coordinate planning, engineering, quality and production people in the area to achieve the assigned company goals, create strategies to meet the KPI’s (Sales, Profit, Scrap, OTD, 5´s audits, down times, Inventory), realize improvement projects reporting weekly to the plant manager, plan head count according company sales, analyze P&L with the staff to develop saving projects, molding process improvements, respond the CAR´s (Corrective Action Request) for the area.

ACHIEVEMENTS
-Scrap Reduction from 7.78% to 2% in six months (From Jul to Dec 15)
-Decrease arrears from 40K to 1.6K (From July to Nov 15)

Manage a retread tires plant, in charge of the administrative, operations, maintenance and quality areas. Administrate human and financial resources of the company; ensure good performance and plant profitability reducing manufacturing cost, labor & overhead. Supply product to the stores located along of five states of the republic, analyze monthly state of results (P&L),ensure company goals (production, delivery on time, customer service, labor and overhead, Michelin audits, safety, scrap, etc…), purchase raw material from USA, plan production strategies, realize yearly budget.

ACHIEVEMENTS
-Labor and OH Reduction from $456 to $382 per tire (16.22%)
-Inventory without movement reduction by $70K USD

PRODUCTION: Team leader in charge of start operations at the new division (MSD Medical System Division) in Parker Baja, Coordinate operations team (with 60 people in charge), Leader in the transfer of the products from Anaheim and Riverside to Baja, Coordinate the departments of Engineering, planning, quality, shipping, and operations to achieve the company goals, coordinate the new products introduction, window between the USA plants and Baja, plan the strategies for production monthly, ensure the good financial performance, look for the sustainability of the business, procure new improvement projects and cost reduction, administrate humans and financial resources at the area, implement HPT teams in the area, participate changing from BU to value stream.
ENGINEERING: In charge of all activities related to engineering, coordinate new products and equipment validations, interplant processes and products transfer, process controls, design and define new process flows, coordinate and plan maintenance technicians for TPM, PM and corrective activities, improvement projects, new equipment acquisition.

ACHIEVEMENTS
-Start operations for the new Parker division (MSD) in May 10
-18 months without customer complaints (May 10 – Dic 11)
-OTD over 99% (same period)
-COPQ under 1.5% (same period)
-Scrap below2% during 1.5 years (same period)

Creation of procedures, Work instructions, Visual AID’s, continuous process improvement, introduction and validation of new parts, problem solving, reduction cost projects leader, set up’s team leader, molds evaluation, work orders creation, production follow up meetings (PTS, SCRAP, OEE, DOWN TIMES, etc…), responding CAR’s (Corrective action request) from internal and external customers, fixtures and tooling design.

ACHIEVEMENTS
-Scrap & variation project saving High Volume VS by $198K USD (1 year)
-Scrap & variation project saving UHP VS by $156K USD (1 year)

Line’s balance, continuous improvement, work instruction sheets, new parts introduction, QEO and DMR’s responding (Using 8 D’s), engineering reports to suppliers, validation and revalidation for new and old parts, analysis and solution to chronic defects, in charge of a RF family and new LDMOS family, design of fixtures for new parts, coordinate all involved areas for new parts introduction.

DY & CRT Engineer Sep 98 – May 99: Responsible of all related defects and CRT room.
DISPLAY, CTV, RPJ: Engineering Supervisor in charge of the production line´s equipment, continuous improvement,
Jun 99 – Mar 04: failure analysis, responsible of down time and Q.C. defects, (Responsible of 12 Technicians and 3 Engineers), development of new equipment, new models introduction, cycle time improvements, process improvements.