JP Aragon resume 2017

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


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


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.

http://www.paragonengineering.us/


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.


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


Lean Six Sigma Implementation & Continuous Improvement Projects


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.


Industry: Water Treatment


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)


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


Industry: Large Electronics Company


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


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)


Industry: Pharmaceutical


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


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


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


Industry: Chemical Production


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


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


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

JP Aragon resume 2017

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