Qualiplus

AHCORP (Adriana Hoyos furniture factory), 2009 – to date (Ecuador)

1. 1. Strategic Planning
2. 5S implementation.
3. Lean Production System implementation.
4. Management by Process implementation.

Johnson & Johnson, 2009 (Brazil)

1. TRIZ consultancy to develop a new production process.

Essilor, 2009 - until today (Manaus - Brazil)

1. Lean and Six Sigma implementation.

Volvo Group, 2008 (Sweden)

1. Definition and planning of a worldwide implementation of a new Product Development Process - in the five business divisions of the Group.

Thomson Multimídia, 2007 – until today (Manaus – Brazil)

1. Lean Six Sigma implementation.

Equivida, 2007 – until today (Ecuador)

1. Organizational Ideology definition.
2. Business Planning.
3. Voice of Customer investigation.
4. Lean Office implementation.
5. Business Management by Process implementation.

Salud SA, 2007 – until today (Ecuador)

1. Organizational Ideology definition.
2. Business Planning.
3. Voice of Customer investigation.
4. Lean Office implementation.
5. Business Management by Process implementation.

Conduit del Ecuador, 2006 (Ecuador)

1. Lean Production implementation.

Metropolitan Touring, 2005-2006 (Ecuador)

Design of the Business Processes Macroflow; implementation of Business Management by Processes.

Aglomerados Cotopaxi, 2005-2006 (Ecuador)

1. Training of 24 Green Belts and 8 Black Belts; implementation of strategic projects aimed at the improvement of both products and processes.
2. Design of the Business Processes Macroflow; implementation of Business Management by Processes.

Motorola, 2000-2006 (Jaguariúna - Brazil)

1. Training in TFM (TRIZ for Motorolans), QFD, FMEA and Robust Engineering.

Pirelli Tyres, 1999-2000 (Brazil)

1. Implementation of Robust Engineering.

Johnson & Johnson, 1999-2000 (Brazil)

1. Implementation of Robust Engineering and TRIZ.

General Motors of Brasil, 1997-2002 (Brazil)

1. Training of nearly 500 engineers from the departments of Product Engineering, Experimental Engineering and Proving Ground in the Taguchi Method of Robust Engineering.
2. Implementation of more than 50 studies of product and process optimization.
3. Formation of an internal group of " Robust Engineering Experts " (20 days of training).

Embraer, 1999 (Brazil)

1. Customized development of a methodology for identifying key-characteristics in the company's new aircrafts, combining QFD and FMEA.

Senac Rio, 1999 (Brazil)

1. Training of regional managers in Business Management by Processes.
2. Designing of the business macroflow of the Superintendence of Operations.
3. Identification and structuralization of the business processes of both the Regional Centers and the Operative Units.

Multibrás, 1997 (Brazil)

1. Implementation of the Taguchi Method in its washing-machine factory in Rio Claro.

Nabisco Royal of Ecuador, 1996 (Ecuador)

1. Strategic Planning using Hoshin Kanri, workshop with the president and the whole managerial body of five factories across the country.

Ciba – Biogalênica, 1995 (current Novartis)

1. Organizational diagnostics based on the criteria of the European Quality Award.
2. Retraining of top managers in Quality Management and Business Process Improvement.
3. Revitalization of  the Total Quality process.

Senac-SP, 1994 (Brazil)

1. Diagnosis and reorganization of 42 operational units and 13 network structure specialized centers.
2. Identification and mapping of key business processes.

Senac-SP, 1993-1995 (Campinas and Sorocaba - Brazil)

1. Accomplishment of the Management and Technology Quality Improvement Program (8 modules, 132 hours).