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