Alberto Molina
Operations Consultant | Process Documentation & SOPs
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Management system designed and implemented for a manufacturing operation: from undocumented, person-dependent processes to a structured, traceable, and continuously improving organization.
Before the system, processes existed only in people's heads. No standards, no documentation, no performance measurement, no mechanism to learn from errors. Every worker did things differently. Clients received inconsistent results. The company was exposed to regulatory non-compliance and quality failures with no visibility into root causes.
The system covered process characterization and standardization, full document control, KPIs per process, competency mapping, supplier evaluation, client satisfaction measurement, continuous improvement cycles, and regulatory compliance tracking.
Results: reduction in non-conformities, improved product consistency, better client satisfaction and retention, revenue growth, improved margins, more competent and engaged workforce, and a significantly deeper organizational understanding of the business.
Industry: Manufacturing · Tools: Process mapping, document control · Role: Operations Consultant
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Electrostatic painting process restructured for an aluminium manufacturer: one uncontrolled stage split into three independent subprocesses, zero additional investment.
The process had no quality controls between stages. Defective profiles entered the painting machine undetected, hooks were chronically underused, and there was no packaging sign-off. By dividing the process into three independent subprocesses, each with its own controls and accountability, and identifying a mechanical fault causing undetected profile losses, output increased 60%, non-conformities dropped 40%, material loss reached zero, and full traceability was established for the first time.
Industry: Aluminium manufacturing · Tools: Process mapping · Role: Operations Consultant
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Staff scheduling redesign for an air cargo operation: data-driven diagnosis, zero additional headcount.
The operation had run the same shift schedule for 20+ years. By mapping cargo arrival patterns against staffing data in Excel, I identified a critical mismatch: staff was evenly distributed across shifts while cargo volume peaked in the afternoon. Result: 3–5 hours of daily overtime, every day.
Redesigned the shift allocation to match real demand. Validated through simulation before deployment. Overtime dropped to zero. Security payroll cost reduced by 20%. No new hires required.
Industry: Air cargo logistics · Tools: Excel · Role: Operations Consultant
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Cargo intake process redesigned for an air cargo operation: same staff, same space, half the processing time.
The process had run unchanged for 20+ years on a single inspection lane. By classifying cargo into two streams and running parallel inspection lanes, throughput doubled. Processing time dropped from 6 hrs to 3.5 hrs. Aircraft delay risk eliminated. No additional staff, space, or equipment required.
Industry: Air cargo logistics · Tools: Process mapping · Role: Operations Consultant
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