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Oscar Padilla, PMP

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Ozzy d'Osbourne

Oscar Padilla has extensive experience in project management and operations roles across multiple industries and geographies. He currently serves as the Remanufacturing Operations Program Manager for a company. Some of his responsibilities include managing projects to reduce errors and improve productivity. He has a strong educational background and professional certifications in project management, operations, and engineering. Oscar enjoys various hobbies and interests outside of work and values self-improvement and respect for others.

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Oscar Padilla, PMP Projects Portfolio
Table of Contents Experience and Education My Current Position Remanufacturing Operations Program Manager Project Portfolio Oscar outside work
Twelve years of operational experience having worked in the USA, Sweden, Middle East and Latin America Experience and Specialties Education and Certifications Project Management Institute, PMP American Society for Quality: Certified Six Sigma Black Belt Institute for Supply Management: CPM Certified Purchase Manager Case Western Reserve University: MBA London School of Economics: Corporate Finance APICS: CPIM Certified Production and Inventory Manager Linköping Institute of Technology: MS International Manufacturing Management Universidad San Francisco & Virginia Polytechnic Institute: B.Sc. Industrial Engineering Project Management Service Operations Lean/Six Sigma Network Optimization Warehousing & Distribution Manufacturing Strategy Purchase Management Managerial Accounting Integrated Logistics Design Hybrid JIT/MRP Systems Inventory Management Demand Forecasting Computer Simulation ERP & CRM Implementation
CSM – Field Labor, Senior Business Analyst Operational Metrics Contract Margin Tool I love this tool! -it greatly helps us stay on top of things! Lean Six Sigma Projects BI Dashboards RA Partners SAP Power User Front End Errors Reduction Reworks Reduction Coordinated multiple productivity projects across different locations I am seeing about $150k in revenue improvement due to the "Oscar files" for the month of April. $130k of it out of Rochester. We will see how it looks at the end of the month CRM ECC
Remanufacturing Operations Program Manager Project Management Process Groups 30/60/90-day plan Initiating Planning Executing Closing Monitoring & Controlling Initiating Planning Executing Closing Monitoring & Controlling Initiating Planning Executing Closing Monitoring & Controlling
PMO Weekly Update Report Work stream: Document Title Project Status Report Project Manager: Date 1/23/10 Page 1 of 1 Detailed Project Progress New/Updated Project Risks/Issues Previous Week’s Key Accomplishments 1 2 3 Owner 2 4 Status Mitigation Description ID 5 3 1 J June May April March February January 27 25 23 26 24 22 7. 21 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2. 4. Wk 2 Work Step 6. 5. 3. 1. Completed Behind Schedule Future Activities Low Moderate High Risk Level
Table of Contents Experience and Education My Current Position Remanufacturing Operations Program Manager Project Portfolio Oscar outside work
Reworks Reduction Project Overview > 5% of confirmations have critical errors that prevent them to be billed. ~50% confirmations have less-than-critical errors that require to be fixed on the back end. The performance of the confirmations processing isn't meeting the goal of < 2% reworks. This results in longer turnaround time and additional workload due to amendments, cancellation and recreation, as well as, credit and rebill activity Location: Mayfield Village, Ohio Project Environment: Field Services Timeframe: 2009-2010 Project Tasks This project consists in the reduction of reworks in the back office process Key outputs included: Implementing key changes to the service callout process including distributors self-identification and new callout form Developing a bi-weekly scorecard for Call Management Center agents Streamlining the documentation and reporting of service requests missing any of the key data points (formerly known as Triage) 1 Benefits Error rate reduction: 16% Working capital reduction: $250k (first 3-months)
Front End Errors Reduction Project Overview The number of field service work orders that cannot be processed and lag in the system for extended periods generating rework represented 12% of total orders in FY07. 36% of the unprocessed orders are due to missing PO or missing Code 10 Propose solutions to reduce the number of front end errors due to missing valid form of payment or code 10 in the Field Service order handling processes in legacy systems Location: Mayfield Village, Ohio Project Environment: Field Services Timeframe: 2007-2008 Project Tasks This project consisted in the reduction of Front End errors in the service delivery process Key outcomes included: Enacting a Wait for PO Policy Requesting a PO Validation Letter Agreeing on accepted forms of payment Formalizing escalation and notification, and Agreeing on last resort measures 2 Benefits Reduction of service orders missing billing information: 66% Hard savings: $350k
Shared Services Implementation (Materials Management & IT) Company Booz Allen Hamilton, a leading strategy and technology consulting firm, works with clients to deliver results that endure The client, one of the largest telecomm in the Middle East ($13.5 bn) Location: Saudi Arabia, Dubai Project Environment: Telecomm Timeframe: 2007 Project Tasks This project consisted in the restructuring of a Materials Management and IT departments based on a new Shared Services Model. Deliverables included: Service Menu for a Shared Services Organization New Organization Structure aligned with the new Service Menu Risk Management plan based on organizational implications Optimized service delivery and customer facing processes Demand Forecasting Mechanisms Manpower Planning 3 Benefits Workforce reduction: 50% Number of warehouses reduction: 30%
Processes alignment to the eTOM Model Company Booz Allen Hamilton, a leading strategy and technology consulting firm, works with clients to deliver results that endure The client, one of the largest telecomm in South America Location: Colombia Project Environment: Telecomm Timeframe: 2007 Project Tasks This process consisted in the development of a framework for the alignment of key process for a major telecom in Colombia to eTOM. Key tasks: Defined project scope and attained stakeholders buy-in Managed resources allocated to the project (Quality team) Obtained final acceptance of the project and project documentation Deliverables included: Current assessment Alignment methodology Development of process KPIs based on industry best practices Training of key personnel 4 Benefits Increased first-call resolution rate by 33%
Shipping Accuracy & Productivity Improvement Company Barnes Group Inc. ($1 bn) is an international logistical services company, and aerospace and industrial components manufacturer serving a range of end markets and customers. The products and services provided by Barnes Group are critical components for applications that provide transportation, communication, manufacturing and technology to the world. The Company has two business segments: Logistics and Manufacturing Services, and Precision Components Location: Ohio, US Project Environment: Distribution facility Timeframe: 2005-2006 Project Tasks Conducted project selection based on projected ROI Developed, submitted capital request documents and obtained capital request approval Created detailed project plan with milestones Formed team and identified stakeholders Managed the procurement of new equipment (inc. vendor selection, negotiation, acquisition) Supervised the installation of new equipment and decommissioning of old equipment Monitored the performance of equipment and labor post-implementation 5 Benefits Workforce reduction: 25% Space requirements reduction: 45%
Productivity Improvement Program Company Barnes Group Inc. ($1 bn) is an international logistical services company, and aerospace and industrial components manufacturer serving a range of end markets and customers. The products and services provided by Barnes Group are critical components for applications that provide transportation, communication, manufacturing and technology to the world. The Company has two business segments: Logistics and Manufacturing Services, and Precision Components Location: Ohio, US Project Environment: Manufacturing Timeframe: 2004-2006 Project Tasks This program consisted in the planning, development, coordination, support and execution of high impact improvement plans for effective and sustainable cost savings Conducted project selection based on financial impact and complexity Created detailed project plan with milestones Formed teams for each project and identified stakeholders Conducted implementation of new procurement strategy Monitored execution and performance of all projects included in the program 6 Benefits Hard cost savings: 3.7% of COS Slow moving inventory reduction: 50%
Table of Contents Experience and Education My Current Position Remanufacturing Operations Program Manager Project Portfolio Oscar outside work
Oscar’s Profile Where I have been About Me Hometown: Quito, Ecuador, South America Personal Belief: Happiness is found in serving others Core Values: Self-improvement, humility and respect for others and other cultures Languages: Fluent in English and Spanish, learning Portuguese (from Brazil) Likes and Interests Activities: Working out, swimming, yoga, motorcycle riding, golf, tennis, snowboarding Groups: Hispanic Resource Group – CLE Interests: Triathlon, salsa dancing, cooking Books I am reading: Working with Emotional Intelligence, Golf for Dummies Favorite Movie: Peaceful Warrior

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Oscar Padilla, PMP

  • 1. Oscar Padilla, PMP Projects Portfolio
  • 2. Table of Contents Experience and Education My Current Position Remanufacturing Operations Program Manager Project Portfolio Oscar outside work
  • 3. Twelve years of operational experience having worked in the USA, Sweden, Middle East and Latin America Experience and Specialties Education and Certifications Project Management Institute, PMP American Society for Quality: Certified Six Sigma Black Belt Institute for Supply Management: CPM Certified Purchase Manager Case Western Reserve University: MBA London School of Economics: Corporate Finance APICS: CPIM Certified Production and Inventory Manager Linköping Institute of Technology: MS International Manufacturing Management Universidad San Francisco & Virginia Polytechnic Institute: B.Sc. Industrial Engineering Project Management Service Operations Lean/Six Sigma Network Optimization Warehousing & Distribution Manufacturing Strategy Purchase Management Managerial Accounting Integrated Logistics Design Hybrid JIT/MRP Systems Inventory Management Demand Forecasting Computer Simulation ERP & CRM Implementation
  • 4. CSM – Field Labor, Senior Business Analyst Operational Metrics Contract Margin Tool I love this tool! -it greatly helps us stay on top of things! Lean Six Sigma Projects BI Dashboards RA Partners SAP Power User Front End Errors Reduction Reworks Reduction Coordinated multiple productivity projects across different locations I am seeing about $150k in revenue improvement due to the &quot;Oscar files&quot; for the month of April. $130k of it out of Rochester. We will see how it looks at the end of the month CRM ECC
  • 5. Remanufacturing Operations Program Manager Project Management Process Groups 30/60/90-day plan Initiating Planning Executing Closing Monitoring & Controlling Initiating Planning Executing Closing Monitoring & Controlling Initiating Planning Executing Closing Monitoring & Controlling
  • 6. PMO Weekly Update Report Work stream: Document Title Project Status Report Project Manager: Date 1/23/10 Page 1 of 1 Detailed Project Progress New/Updated Project Risks/Issues Previous Week’s Key Accomplishments 1 2 3 Owner 2 4 Status Mitigation Description ID 5 3 1 J June May April March February January 27 25 23 26 24 22 7. 21 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2. 4. Wk 2 Work Step 6. 5. 3. 1. Completed Behind Schedule Future Activities Low Moderate High Risk Level
  • 7. Table of Contents Experience and Education My Current Position Remanufacturing Operations Program Manager Project Portfolio Oscar outside work
  • 8. Reworks Reduction Project Overview > 5% of confirmations have critical errors that prevent them to be billed. ~50% confirmations have less-than-critical errors that require to be fixed on the back end. The performance of the confirmations processing isn't meeting the goal of < 2% reworks. This results in longer turnaround time and additional workload due to amendments, cancellation and recreation, as well as, credit and rebill activity Location: Mayfield Village, Ohio Project Environment: Field Services Timeframe: 2009-2010 Project Tasks This project consists in the reduction of reworks in the back office process Key outputs included: Implementing key changes to the service callout process including distributors self-identification and new callout form Developing a bi-weekly scorecard for Call Management Center agents Streamlining the documentation and reporting of service requests missing any of the key data points (formerly known as Triage) 1 Benefits Error rate reduction: 16% Working capital reduction: $250k (first 3-months)
  • 9. Front End Errors Reduction Project Overview The number of field service work orders that cannot be processed and lag in the system for extended periods generating rework represented 12% of total orders in FY07. 36% of the unprocessed orders are due to missing PO or missing Code 10 Propose solutions to reduce the number of front end errors due to missing valid form of payment or code 10 in the Field Service order handling processes in legacy systems Location: Mayfield Village, Ohio Project Environment: Field Services Timeframe: 2007-2008 Project Tasks This project consisted in the reduction of Front End errors in the service delivery process Key outcomes included: Enacting a Wait for PO Policy Requesting a PO Validation Letter Agreeing on accepted forms of payment Formalizing escalation and notification, and Agreeing on last resort measures 2 Benefits Reduction of service orders missing billing information: 66% Hard savings: $350k
  • 10. Shared Services Implementation (Materials Management & IT) Company Booz Allen Hamilton, a leading strategy and technology consulting firm, works with clients to deliver results that endure The client, one of the largest telecomm in the Middle East ($13.5 bn) Location: Saudi Arabia, Dubai Project Environment: Telecomm Timeframe: 2007 Project Tasks This project consisted in the restructuring of a Materials Management and IT departments based on a new Shared Services Model. Deliverables included: Service Menu for a Shared Services Organization New Organization Structure aligned with the new Service Menu Risk Management plan based on organizational implications Optimized service delivery and customer facing processes Demand Forecasting Mechanisms Manpower Planning 3 Benefits Workforce reduction: 50% Number of warehouses reduction: 30%
  • 11. Processes alignment to the eTOM Model Company Booz Allen Hamilton, a leading strategy and technology consulting firm, works with clients to deliver results that endure The client, one of the largest telecomm in South America Location: Colombia Project Environment: Telecomm Timeframe: 2007 Project Tasks This process consisted in the development of a framework for the alignment of key process for a major telecom in Colombia to eTOM. Key tasks: Defined project scope and attained stakeholders buy-in Managed resources allocated to the project (Quality team) Obtained final acceptance of the project and project documentation Deliverables included: Current assessment Alignment methodology Development of process KPIs based on industry best practices Training of key personnel 4 Benefits Increased first-call resolution rate by 33%
  • 12. Shipping Accuracy & Productivity Improvement Company Barnes Group Inc. ($1 bn) is an international logistical services company, and aerospace and industrial components manufacturer serving a range of end markets and customers. The products and services provided by Barnes Group are critical components for applications that provide transportation, communication, manufacturing and technology to the world. The Company has two business segments: Logistics and Manufacturing Services, and Precision Components Location: Ohio, US Project Environment: Distribution facility Timeframe: 2005-2006 Project Tasks Conducted project selection based on projected ROI Developed, submitted capital request documents and obtained capital request approval Created detailed project plan with milestones Formed team and identified stakeholders Managed the procurement of new equipment (inc. vendor selection, negotiation, acquisition) Supervised the installation of new equipment and decommissioning of old equipment Monitored the performance of equipment and labor post-implementation 5 Benefits Workforce reduction: 25% Space requirements reduction: 45%
  • 13. Productivity Improvement Program Company Barnes Group Inc. ($1 bn) is an international logistical services company, and aerospace and industrial components manufacturer serving a range of end markets and customers. The products and services provided by Barnes Group are critical components for applications that provide transportation, communication, manufacturing and technology to the world. The Company has two business segments: Logistics and Manufacturing Services, and Precision Components Location: Ohio, US Project Environment: Manufacturing Timeframe: 2004-2006 Project Tasks This program consisted in the planning, development, coordination, support and execution of high impact improvement plans for effective and sustainable cost savings Conducted project selection based on financial impact and complexity Created detailed project plan with milestones Formed teams for each project and identified stakeholders Conducted implementation of new procurement strategy Monitored execution and performance of all projects included in the program 6 Benefits Hard cost savings: 3.7% of COS Slow moving inventory reduction: 50%
  • 14. Table of Contents Experience and Education My Current Position Remanufacturing Operations Program Manager Project Portfolio Oscar outside work
  • 15. Oscar’s Profile Where I have been About Me Hometown: Quito, Ecuador, South America Personal Belief: Happiness is found in serving others Core Values: Self-improvement, humility and respect for others and other cultures Languages: Fluent in English and Spanish, learning Portuguese (from Brazil) Likes and Interests Activities: Working out, swimming, yoga, motorcycle riding, golf, tennis, snowboarding Groups: Hispanic Resource Group – CLE Interests: Triathlon, salsa dancing, cooking Books I am reading: Working with Emotional Intelligence, Golf for Dummies Favorite Movie: Peaceful Warrior