Manuel Reyna-Campas

Responsible of ISO 13485 regulatory requirements for 2 locations within Mexico (Mexicali & Hermosillo); Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth in 2 locations (Mexicali and Hermosillo, MX). Strengthened internal controls by reviewing existing policies and procedures, ensuring compliance with regulatory requirements. Implemented innovative solutions to solve complex problems, resulting in increased productivity and streamlined operations. Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.

Achievements:

RMAs reduction from $449 K USD to 11 K USD within 3 months & aging inventory maintained in less than 30 days since June 2023 up to date; CoPQ dropped from 3.2% to 1.5% focused on process scrap and RMAs through root cause analysis; 8Ds management dropped from 98 days in responses to 26 daysto improve customer complaints. Achieving 83% customer rating in 2023 versus 75% in 2022.

Responsible for the Quality Management in 2 Locations (Tualatin OR & Tijuana MX). Developed and managed efficient quality management systems for streamlined operations and reduced defects. Established a robust document control system to ensure that all quality-related documentation was up-to-date, easily accessible, and compliant with regulatory requirements. Collaborated with R&D teams to integrate quality considerations into new product development processes, ensuring successful launches with minimal issues. Managed risk effectively by conducting regular assessments of potential threats to product quality or regulatory compliance and taking proactive steps to mitigate them.

Achievements:

Recertification of IATF 16949 on both locations (Tualatin and Tijuana) and no major NC’s issued; Warranties claims reduced $563K USD from 2021 to May 2023. CoPQ improved from 6.21% to 3.18% in 16 months; Corrective actions timing response improved from 83 to 22 days with 96% of CARs implemented on time; Hard savings of $215K USD in 2021 & $199K USD in 2022 through continuous improvement activities. SPC implementation in the assembly torque areas.

Managing 3 facilities (Mexicali – 2 & Juarez – 1).Enhanced customer satisfaction by resolving disputes promptly, maintaining open lines of communication, and ensuring high-quality service delivery. Developed and maintained relationships with customers and suppliers through CI initiatives. Managed budgets effectively, ensuring optimal financial performance while investing in necessary resources for business growth. Reduced operational costs through comprehensive process improvement initiatives and resource management. Streamlined workflows by identifying bottlenecks in existing systems and implementing appropriate solutions. Led cross-functional teams to achieve project goals, fostering collaboration and innovation.

Achievements:

§Supplier MRB reduced from 629K USD to 37.2K USD within 1.5 years; Warranties improved by 312K USD from 2019 to 2020through root cause analysis; CI projects with annual hard savings of $689K USD in copper wire usage and scrap projects. Scrap reduction of 29% from 2019 to 2020 focusing the team on process variation (SPC) and use of 8Ds for customer complaints and internal issues. ISO 16949 transition to ITAF 16949 audit without major NCs.

Accomplished multiple tasks within established timeframes. Enhanced customer satisfaction by resolving disputes promptly, maintaining open lines of communication, and ensuring high-quality service delivery. Developed and maintained relationships with customers and suppliers through account development. Developed a strong company culture focused on employee engagement, collaboration, and continuous learning opportunities. Managed budgets effectively, ensuring optimal financial performance while investing in necessary resources for business growth. Reduced operational costs through Kaizen events and comprehensive process improvement initiatives and resource management. Streamlined workflows VSM by identifying bottlenecks in existing systems and implementing appropriate solutions. Led cross-functional teams to achieve project goals, fostering collaboration and innovation.

Achievements:

§Reduction of 8 Major NCs in 2015 to 1 in 2016 (reoccurrence) and zero major NCs in 2017 in AS9100 external audit; zero nonconformities in NADCAP special processes (tig welding, e-welding, NDT dye penetrant inspection) between 2015 & 2017; PPMs improvement for UTC from 37000 to 2500 through Continuous Improvement and Six Sigma/root cause analysis tools; turn over in the Quality department improved from 7.3 % to 1.9% between 2015 & 2017; OPEX/CI hard savings for $2.4M USD from 2015 to 2017. Implemented X&BAR charts in machining for ran out and ID/OD checks to reduce process variation.

Management of 2 facilities, supporting Lean and Six Sigma projects, and achieving significant hard savings through continuous improvement initiatives. Conducted root cause analyses through Six Sigma to identify areas for improvement in operations, leading to enhanced efficiency levels. Reduced costs through diligent analysis of financial data and implementation of cost-saving measures. Increased productivity by optimizing workflows and eliminating bottlenecks in operations. Collaborated with stakeholders across different departments to align objectives, streamline efforts, and enhance overall organizational effectiveness. Led cross-functional teams to achieve departmental goals, fostering collaboration and teamwork. Enhanced operational efficiency by streamlining processes and implementing innovative solutions through Lean Manufacturing workshops.

Achievements:

Monthly support on Lean and Six Sigma/root cause analysis projects for Belo Horizonte, Brazil; Porto Novo, Brazil; Hermosillo, Silao, SLP& Ramos Arizpe Facilities; Managing Hermosillo’s hard savings since 2009 having over $800K USD in average per year in scrap, OH expenses, line balancing & std packaging. Mentor of 21 Green Belt Six Sigma certified candidates. Savings in Brazil for over $400 K USD in average in 4 years.

Responsible of the Quality System, Process & Customer Quality & Supplier Quality of the company.
Implementation of incoming, process inspection procedures (sampling process) along with documented quality work instructions. X&R charts implemented for Powder Coating, Chrome plating, Injection Molding & Final assembly. 8D’s & root cause analysis application for customer complaints. Field failures analysis through problem solving tools. Customer visits to review quality impact in the field to determine containment actions to stop quality issues. Customer complaints reduced over 70% from 2006 – 2008. Cost reduction in claims for $331 K USD on performing root cause analysis determining liability on product damaged by customer. Implementation of use of plastic regrind through defined process creating reduction of $210 K USD per year on virgin resin.

Apply statistical methods and perform mathematical calculations to determine manufacturing processes, staff requirements, and production standards. Coordinate quality control objectives and activities to resolve production problems, maximize product reliability, and minimize cost. Floor shop optimization of 550 sq./ft. for new assembly lines integration. Head count reduction (35 HC) due to a time analysis for process balancing. Total of savings of $88,000 USD. Wiring crimping scrap reduction project for $27,000 USD (usage of lean projects).