Jose Montalvo · Systems & production records

Compliance and programs

What came due on a cycle, and the two programs I brought in on top of it.

Wieland Metal Services · Operations Manager · 2025–2026

What it is: The recurring obligations that came due on their own schedule — monthly, quarterly, twice a year and annually — regardless of what the floor was doing that week.
Why it existed: None of these move. Miss one and it is a finding, a fine, or a line that cannot run — and every one of them lands while you are already busy with something else.
What changed: All of them tracked and met, and the 2025 quality audit closed with zero findings.

Certificates issued after testing to prove the tinning process and the raw tin batch meet industrial specification — ASTM B545 for electrodeposited tin

Supplier quotes — continuously, to keep cost against the market rather than against last year's price

Wieland Metal Services · Operations Manager · 2025–2026

What it is: A PPE contract with Stauffer Glove & Safety, brought in together with a vending machine program, so gloves, glasses and the rest came out of a machine on the floor and every issue was recorded against the person who took it.
Why it existed: We ran out of PPE. There was no tracking of usage, no count, and nobody accountable for controlling it — so the fix was always a rush order, at rush prices.
What changed: It stopped being a supply closet and became a control function. Usage is recorded per employee, and the machine refills itself automatically once stock hits its threshold. The rush fees went away, and for the first time there was a real number on what PPE costs and who is using it.

Wieland Metal Services · Operations Manager · 2025–2026

What it is: My submission to Wieland's 2025 Global Leadership Team Meeting workshop, “Turning ideas into value”: build a digital twin of the hot tin dip and slitting operations — a virtual replica of the lines, machinery, workflows and material flows, fed by real-time sensor data.
Why it existed: Every change to volume, material or process was tested by running it. There was no way to ask what would happen before it happened.
What changed: Written the way the business asks for it: the idea, the problem it addresses, the expected economic value, and what implementation would actually take — IT and engineering to build the model, existing data sources integrated for live updates, operators trained to read it, twelve to twenty-four months to value.