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Intelligent Transportation Systems
Francine Jimenez
Senior Project Manager
and Program Analyst
2008 – 2014 (Present)
Career Portfolio
Next Train Arrival
Program Management
Centralized Train Control System
Operating on the AIM® Software Platform
Program Budget: $16.6M
Intelligent Transportation SystemsFrancine Jimenez
Senior Project Manager and Program Analyst
1. Centralized Train Control — Provide Program Management for the successful implementation
and completion of the CTC (AIM®) System planned in several phases; including Mid-Coast.
2. Public Address Variable Message System — Manage the delivery and acceptance of the Public
Announcement Variable Message System (PA/VMS) along the San Diego Trolley System.
3. MTS Rail Variable Message Sign Procurement — Project and Contract Manager responsible for
evaluating, establishing and managing the procurement of signs deployed at new station platforms
along the San Diego Region.
4. BRT Variable Message Sign Procurement — Responsible for negotiating directly with the source
of supply, the acquisition of all variable message signs for the Bus Rapid Transit projects which
include; Escondido Rapid, Super Loop, I-15, Downtown and Mid-City Rapid.
5. Fire Life Safety System Upgrades at SDSU Tunnel — Provide overall Contract and Project
Management of upgrades, testing and technical support needed for a new fire panel, existing
LonWorks and HSQ HMI (Human Machine Interface).
6. Major Capital Dashboard — Proof of Concept Participant evaluating the functionality of the blue
print and design for the new SANDAG Dashboard model.
Intelligent Transportation SystemsProject Goals
• As the Program Manager for the Centralized Train Control (AIM®) and Public Announcement
Variable Message (CIS®) system; I have managed the day-to-day functional aspects of this highly
complex, large scale project valued at $16.6M 4/28/2008 to 12/31/2015 (On-Going).
o Achieved the completion and full acceptance of the system enhancements under Phase II
expanded to include the new Green Line extension - 9/30/2012.
o Reviewed high-level deliverables across the project to minimized risk and ensure cost-effective
and successful execution for construction components i.e. wheel sensors, fiber optics and train to
wayside devices - 10/15/2012.
• Project Manager and Regional Lead for the procurement of all MTS Rail variable message signs
under the Low Floor and/or Trolley Renewal Program 1/15/2012 to 6/30/2015 (On-going).
o A key goal in achieving the selected variable message sign focused on voice of customer—by
engaging key stakeholders with demonstrations from various variable message sign manufacturers.
o Worked with CTC system integration vendor to establish a proven interface with the demo
variable message signs and “pre-qualified” suppliers.
o Responsible for negotiating, procuring, and contracting directly with the vendor (Data Display) for
the acquisition of variable message signs for the San Diego Region, valued at $1.8M - 8/2/2012.
Intelligent Transportation SystemsProject Goals
• Worked closely with MTS and SANDAG BRT Project Managers to establish sign
quantities for the procurement of all BRT variable message signs, which will provide
essential passenger information rapid transit stations across the San Diego Region –
6/30/2012 to 5/31/2013 (On-going).
• Managed tasks and deliverables needed for oversight, installation and modifications
required to replace the existing Fire Life & Safety system panel at SDSU - 8/15/2012 -
6/30/2013.
o Supported oversight for installation and modifications of the new fire panel and existing
interfaces to the emergency fans, dampers, HVAC, station lighting controls and fire alarm
device monitoring.
o Supervise and approve all labor hours associated with the work by monitoring Resident
Engineers daily or weekly reporting updates.
• Proof of Concept Participant for the modifications to the SANDAG Major Capital
Dashboard - 7/15/2012 to 6/30/2013 (On-going).
o Suggested improvements needed to document "Operational and Maintenance" aspects
missing from the existing WBS. As required in accordance with the FHWA Rule/FTA Policy,
which defines and reports ITS Projects utilizing the Systems Engineering Management Plan
(SEMP).
SUCCESS
Site Continuous Improvement Leader
Site Continuous Improvement
Leader (SCIL) for the Garden
Grove and Burbank Plants
responsible for Facilitating,
Leading and/or Consulting on
24 – Events at five (5) different
Sites within North America
during my tenure.PROGRESS
PLAN Trained, developed and mentored staff within my
Site(s) and other sites within the GKN Organization.
2006 - 2008
Cost savings annually of $1.1M resulted from various
Kaizen and Value Stream Events.
GARDEN GROVE PCW SMED EVENT
SAVINGS
$68,544.00
ANNUAL
SET-UP COST
MAY-2007
Reduced number
of shifts down
one (1), eight
hour shift
GARDEN GROVE
PCW AUTONOMOUS MAINTENANCE & STANDARD WORK EVENT
5S BEFORE
5S AFTER
ANDON
LIGHT TO
MONITOR
AREA
APR-2007
VISUAL
MANAGEMENT
Goodrich Continuous Improvement and Supplier Development
2005 – 2006
Co-Lead the Strategies – Lean
Product Development (LPD) for
the off-load of $50-100M engine
rings for production to a Low
Cost Country/Emerging Market.
Performed Global Supplier
Development.
Continuous Improvement and Master Data Analyst
2003 – 2005
Packaging 5S Team Charter
Background: The Packaging Department has committed to implement and maintain a 5S improvement system to support and sustain an efficient and organized work environment. The initial 5s blitz defined the general outline for the 5s program for the packaging area, this team is committed to improving and maintain the gains realized during the blitz
Scope:
General Packaging and kitting area and associated storage areas
Objective:
Maintain and improve the 5S process, structure and housekeeping as defined during the 5S Blitz for the Packaging area which includes the new area at Arjons.
Deliverables: o Clean an organized Packaging and kitting area o Continued improvement efforts in creating a visual workplace o Obsolete and unneeded items are removed from the area o Minimized supply inventories. o FIFO storage and utilization of materials, and supplies o Maintenance and improvement of the metrics that relate to the 5s activities in the packaging area o Identification of Continuous Improvement opportunities, with improvement plans o Weekly meetings including minutes, action plans and team successes
Team Members: Jonathan Winkelman, Lucita Capili, Flor Elefane, QA - Liza Carbonilla, Inventory Control - Sidney Dotimas, Tissue Culture - Meredith Rieck, Dilution Person
Team Leader: Francine Jiminez
Team Sponso
Meeting Schedule: Bi-Weekly
TeamCharter
5S Assessment charts (metrics)
Team Charter
Meeting minutes
Future opportunities
Action items
20 Key chart (applicable to 5S)
Team Leader (Francine)
Initial 5S Team Members
Packaging Team members
Master Data Owner: Material Master
providing ERP implementation support
for SAP R/3 systems release
of version 4.7H
Continuous Improvement Specialist
Six Sigma and Lean
Participants
Team Members:
Jonathan Winkelman, Flor Elefane, Liza Carbonilla, Sidney Dotimas-Miranda,
Meredith Rieck, Lucita Capili and Kim Murray
Team Leader:
Francine Jimenez
Blitz Champion:
Tom Braden
Facilitators:
Thom Pruett, Suzanna Synenki, Chakib Tilsaghani, Mike Quincey, Oceanside
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