Oscar Navarro

Responsible to manage a different group of 60 max persons in timeframe among salaries and hourlies such as principal leaders, leaders, and technicians to meet KPI’s across plant level and mainly direct contribution to quality performance and technical services with shared service center to US Corp. business units with annual internship program working with local linkage universities.

• Quality strategic plan based on quality culture and adopt in processes with new hires.
• Fostering On boarding and training tracker based on EQMS
• Worked on T350 NPI implementation phase plan with CNC, ME’s and operations.
• Pegasus project with new ERP LN as deployment champion. Integrating Solumina and LN in OHL.
• Manage Capital plan by maintain effectiveness cost on M&E
• Close work with TPE, TMO domestic and GSC on transfer projects.
• Work on TMO variances and analyze LUV and MUV cost associated on opportunities.
• Started on new technology and robotics as 1st phase with new TTEC assignments.
• Calibration for special equipment plan by monitoring dates on Solumina.
• Import and export controls actively support on Anex 24.

2016- 2022 Technical Manager Building 1

Responsible to manage a different group of 90 max persons in timeframe among 15 Salaries, 75 hourlies such as principal leaders, leaders, and technicians in order to meet KPI’s across plant level and mainly direct contribution to quality performance and technical coacher to group leaders dotted line. Some other accomplishments:

Achievements:

• Developed a new job description such as technical group leaders, shop floor support.
• Tracking and continuing EIS action plan by recognizing employees, training sessions.
• Created in collaboration with multiple groups @ 09 process maps and work instructions covering both Companies 110/126
• Active participant on safety walks, safety ideas and safety % DAS oriented on people regular basis.
• APDM project coordinator across TTEC level
• CNC cycle time reductions and EFF.
• Cutting tools sharpening controls and CNC cycle time reduction monitoring.

Responsible to lead a different group of fifteen among engineers and technicians to achieve customer goals, supporting 03 different Value Streams (rotating, split cases, split rings and stators, s35 coatings, thermal-sprayed, nickel plating, blasting) and directly working on quality preliminary inspectors.

Achievements:

• Develop two new engineers (replica & continues improvement) with skill matrix and 1:1 trainings.
• New SCRAP review procedure in remanufacturing.
• AQI Finalist Solar Super Savers
• New MRB procedure in remanufacturing.
• Core competency projects DSO-TT. Transfers projects
• Insourcing O.V projects and qualification (Vernon, Praxair, Barkens)
• New machinery and equipment assessment ( Purchase, turning lathe, Boring mills, Shibaura VTLs)
• 80/20 engineering documentation goal – OIS in quicksilver and ERP routings
• Reduce RN’s events from 60 (2012) to 20 (2013) by communicating with ATPE and DSO.
• New replicas implementation 8 exits in 2013. ATPE projects
• New work centers and task unified in remanufacturing operations.
• Green part initiation documents. 9802 eligible products saving @ $1.5M per year.

Started as manufacturing engineer supporting Housing and Split cases LWC directly as individual contributor sustaining internal safety improvements, Attending VOC in quality requirements, having high sense urgency on delivery performance without compromising quality, and look forward in cost-reduction in machinery, equipment, fixtures and tools.

Achievements:

• RIW in safety -lifting fixtures.
• New repair development in threaded holes, PPAPs, TMP participants.
• Savings $840K in obsolete T70 compressor diffuser.
• First BIQ participant implementation in overhaul compressor diffusers.
• Zatec first phase implementation.