1301

nd implemented Lean Sigma initiatives resulting in sustained cost reductions and bottom-
ticals, Aerospace, Automotive, Industrial Products, and Printing. Effective facilitator of
ossesses strong background in Leadership, Continuous Improvement (Lean and Six
ent oral and written bilingual communicator in English and Spanish, and effective coach

alth Center
involving clinical staff.
er Black Belt training

cturing and biologics
inker
ove quality outcomes
FAA quality standards

ervice Area. Responsibility includes supporting two outstanding hospitals--Anaheim
provement projects, selection, training and mentoring of Improvement Advisors, and
ve efficiencies in Emergency, ambulatory and inpatient care areas with Lean, Six Sigma,

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I absolutely love what I do!



Director of Performance Improvement

Kaiser Permanente

October 2013 – June 2015 (1 year 9 months)

Leading large-scale process redesign and improvement efforts designed to facilitate attainm
design, development and implementation of process and programs. Sets direction and over

Studying the Malcom Baldrige criteria to incorporate it into the medical center Performanc



Master Black Belt

Providence Health and Services

July 2009 – October 2013 (4 years 4 months)

Site leader for all continuous improvement activities at an award-winning 436-bed acute c
Change Facilitator responsible for driving process improvements using Kaizen, Lean and S

Responsible for improvements in Emergency, Imaging, Acute and Post Acute Nurse Units
Cardiology, Service Excellence, Education, Case Management, Operating Room, and Risk
employees and over 900 medical staff members.

HIGHLIGHTS

Developed curriculum for Leadership training with focus on Lean and Six Sigma tools for
Managed entire Green Belt training program for Medical Center. Identified prospective ca
mentoring resulting in certifications, reported progress.

Facilitated development of standard work for all clinical roles in a Transitional Care Unit (
Creating standard work and job aids for daily Nursing huddle, weekly performance huddle

Led a Hospital-wide 5S campaign Kaizen Events. Created proposed plan and negotiated pr
training curriculum, team forms and prepared supplies for Kaizen Events. Scoped and com

ment of key organizational goals. Providing leadership and expert consultation on the
rall strategy for medical center Performance Improvement initiatives.
ce Improvement strategy for 2015-2017.

care medical center. Managed and led a team of 3 Lean Sigma Black Belts and one Master
Six Sigma projects, CAP, Work-Outs, and team facilitation.
s, Laboratories, Pharmacy, EVS, Employee Health, Performance Improvement, Facilities,
k Management. Actively supporting the medical center consisting of over 2,000

r equipping Leaders
andidates, negotiated training projects, delivered training, provided coaching and

(USA to Director)
e, Management rounding and routine processes within Nursing Units.
riorities with Hospital Executives and Department Leaders. Created the Standard Work,
mpleted 3-4 Kaizen Events per month. Each event removed an average of 30 sqft of

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clutter. Events were also very popular with team participants and department staff member
create more interest and support for Lean.



QLP (Operational Excellence) Manager

Baxter

May 2005 – June 2009 (4 years 2 months)

Managed and led a team of three black belts, lean and six sigma champions and two indust
employees in Six Sigma, Lean, 5S and other continuous improvement programs. Reviewed
improvement leaders, managing and reporting program metrics.



Operations Support Manager

RR Donnelley

2003 – 2005 (2 years)

Managed 12 salaried professionals and 36 hourly employees involved in 5S, Six Sigma, Q
Equipment Maintenance.



Six Sigma Manager / Black Belt

Ametek Aerospace

2001 – 2003 (2 years)

Managed rollout of Six Sigma at Gulton-Statham Products Division (a $35M/yr aerospace

curriculum and project planning, execution and completion. Mentored, supervised and cert

programs to accomplish immediate and long-term improvements to production lines.

 Engineering Manager

Clayton Industries

2000 – 2001 (1 year)

rs. Campaign served to prepare the entire hospital for the Commission survey as well as

trial engineers focused on driving improvement activities plant-wide training of 1,200
d and approved Kaizens; identified and prioritized potential projects, mentored

Quality, and Continuous Improvement as well as managing Engineering, Building and

e/defense business); selected Green Belt candidates, identified projects, prepared
tified all Green Belts averaging 13 per wave; led implementation of Lean, Kaizen and 5S

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Led Engineering department in developing industrial steam boilers, fluid heaters, and boile
configuration management and technical support. Managed efforts of mechanical and elec
heavily with manufacturing, sales, customer service and field service to ensure customer s
through Engineering and preparation of engineering instructions to manufacturing.



Lead Engineer

Honeywell

1997 – 2000 (3 years)

Managed worldwide product life cycle process for core product development in the Ameri
process definition designing Six Sigma, Launch Readiness and Post-Launch reviews. Supp
member of site Six Sigma Council; assisted in selection of projects. Reviewed and approve
plan and strategic planning.



Six Sigma Black Belt

Honeywell

1995 – 2000 (5 years)

Concurrent with Lead Engineer and Product Design Engineer responsibilities, completed i
defining, measuring, analyzing, improving, and controlling processes; certified by Six Sigm
Six Sigma tools expert. Certification achieved upon 80% reduction in variation of a manuf



Design Engineer

Honeywell

1994 – 1997 (3 years)

Performed mechanical design using CATIA, Pro-Engineer and CADAM. Extensive experi
design parts manufactured using sand casting, die-casting, rubber mold, injection molding

Organizations

er feed water treatment systems; responsible for all aspects of new product development,
ctrical engineers, designers, a technical writer and document control staff; interfaced
satisfaction. Streamlined engineering processes by modernizing sales order process

icas, Asia and Europe. Led worldwide Engineering infrastructure development and sub
ported top growth projects with project planning, mentoring, and resources. Engineering
ed certifications. Supported development of the R&D budget; wrote annual operating

intense training program to produce breakthrough improvements in manufacturing by
ma Academy, Inc. Participated on Concurrent Engineering product development team as
facturing process and use of Six Sigma tools.

ience with 3D solid modeling of cast/machined parts and mechanism assemblies to
g and machining operations, and geometric tolerancing per ANSI Y14.5-1994.

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 Toastmasters International Club 5631

VP of Membership

January 2012 – June 2013

Awarded 2012 Spark Plug new member award, June 2012
Winner-1st Place, Fall 2012 Tall Tales Speech Contest

Honors & Awards
 Mission Spirit Award

Providence Little Company of Mary Medical Center Torrance

March 2013

The Mission Spirit Award recognizes an employee, physician or volunteer selected as outs
of Providence Health & Services.

The award is given once a month to individuals who exemplify the Core Values of Respec
Providence: As People of Providence, we reveal God's love to all, especially the poor and

Languages
 Spanish

Native or bilingual proficiency

 Italian

Limited working proficiency

 Portuguese

Limited working proficiency

 Hugo's leadership style has a myriad of dimensions. He expects strong performa
time, I found Hugo to be a respectful supervisor, who listens well, asks probing q
portfolios, but does not over-manage. As my direct supervisor, Hugo was very su
organization. Hugo is a people-oriented leader, who always demonstrates the ab
has expertise in all parts of the healthcare industry, and as a Master Black Belt, u
keeping the stakeholders and company associates' interests in mind. Finally, Hug
well-earned reputation for integrity and is respected by team members and asso

See less

standing examples of consistent behavior in alignment with the Mission and Core Values
ct, Compassion, Justice, Excellence and Stewardship as well as the Mission of
vulnerable through our compassionate service.

ance and the delivery of project commitments from his subordinates. At the same
questions, is knowledgeable and involved in individual programs/project
upportive of my project portfolio and made that support known throughout the
bility to relate to and connect with people at all levels. He is very action-oriented,
used that as a basis for logical, impartial and data driven decisions, always
go is well known in both the healthcare and manufacturing industries. He has a
ociates alike.

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February 22, 2016: All BB’s in Change Management training. KP not in office. I wa

as alone in the office the entire day:

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February 23, 2016: Kevin in office – passed Kevin in hallway at 8:00 am, he did no
although we looked right at each other. As a result of Kevin’s behavior, I checked
was here b/c I would not be in the office alone with Kevin. Kevin closed office do
is working on things that are not necessarily LSS. He is not mentoring, leading LS
to make it appear as if he is leading this group. Note: 2:00 ELT mtg today & Julio /
9:00am - Julio at Irvine - Kevin met informally with Jarrod at 9:10 asking him wha
college trip went – which means that Kevin in advance has shared with the team
– 10:15 am / 11:30-12:30 prep mtg with Jacque and Ryan for Prosci on the 25th. D
Kevin’s office for a closed door meeting. Kevin is further isolating me and alienat

ot greet me at all, it was more like an intimidation stare. Neither of us spoke
d to make sure Ryan was in his office and told Ryan that I was making sure Ryan
oor at 8:20am. Even tho Kevin is in this office for a few hours here and there he
SS etc. Kevin comes to the LSS office only on days where there is ELT interaction
/ Kevin 1:1 at 1:30 – prep for presentation next week on March 2nd. Jarrod in at
at’s going on here, asking what he is working on. Jarrod asked Kevin how the
except me, why he would be out last week. Kevin in closed door mtg from 9:15
Deciding who is teaching what module. At 12:45 Kevin and Jacque re-entered
ting me. Excluding me from meetings for ELT preparation, project pipeline etc.

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GOALS and SHAREPOINT: Notice the Black Belt / Green Belt Mentor across the t
again at the October 5, 2015 meeting, Kevin has forbidden me to mentor projects
shows that I have a mentoring component to my goals. Kevin took that away fro

top of the page. I should be mentoring projects. As of September 4, 2015 and
s, and HRBP Dale Cole went along with that. Even though our goal wall clearly
om me in retaliation for reporting him to HR in August 2015.

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Goals…. I am to Mentor Projects. – source of Kevin’s anger and physical threat at

the August 25, 2015 meeting.

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EXHIBIT 1301-0109

February 25, 2016: KP Interviewing OE&L candidates:

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EXHIBIT 1301-0110

February 26, 2015: Kevin in office alone with me against the agreement. Sent an

n email to Dale Cole & Jamie Viramontes, Dale is out of the office until March 1:

110

EXHIBIT 1301-0111

February 26, 2016: Julio and Ryan have PTO… Jarrod in meetings at another build

ding, Kevin violated agreement and was in office alone with me.

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EXHIBIT 1301-0112

February 29, 2016: Julio out of office to go to Sacramento for dual citizenship for
Jarrod have tons of PTO days off.

r his son, unexpected day off. Is it noted as PTO in HR Payroll system. Julio and

112

EXHIBIT 1301-0113

As of February 29, 2016: Future training - May 13 and 17, 2016: I am registered

d for Leading Change & Managing Organizational Transition.

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EXHIBIT 1301-0115

March 1, 2016: Innovation meeting 7:30am to 8:50am… Kevin… Center of Excelle
Ryan to head LSS Curtis to head the IT portion and KP to be the Chief. Kevin said
COO Larry and exclude the IT Chief etc. The team discussed Co-location at both c
Jarrod arrived at 9:55am today KP returned from meeting with Larry at 10:15am
office Kevin closed Julio’s door. This demonstrates further isolation and exclusion
center. Ryan, Jarrod and Julio are all aware and completely informed about the p

ence – Attendees: Kevin, Ryan, Jacque, Kevin, Curtis, Donna / Jacque to head OE
he had all he needed to not include Adam Gold or Sri from IT. He will meet with
campuses. Kevin to meet with Larry at 9 am today. Julio arrived at 9:30 am
m. KP went into Julio’s office - laughing etc. When I walked to printer near Julio’s
n of me by Kevin. I am not included in the discussions about this new innovation
plans and how it affects their employment and growth.

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March 2, 2015: Kevin out of office again – see auto reply : Again, my colleagues

the Black Belts were informed and I was not.

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EXHIBIT 1301-0117

March 3, 2016: arrived in office at 8:30 Kevin was in the office. Kevin talked to Ry
speaking a word to me. Julio is not in the office as of 8:51am.

yan, talked to Jarrod, Kevin stopped into Jarrod’s office and then left without

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March 4, 2016: Ryan and Julio in the office whispering to each other at 9:30; obv
can…” I think it is about the pressure that Kevin is putting on them to certify the
bad.

viously things that they don’t want me to hear. Ryan said “you are doing all you
green belts that are UCI trained since none are certified to date and it looks

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