The Modern Inventor

Modern Inventor is devoted to educating and inspiring a diverse community of thinkers and makers. From engineering breakthroughs to marketing innovations, we offer assistance ranging from new inventions to Trade Shows. Our goal is to empower engineers, scientists, students, designers, marketers, and inventors with the knowledge and inspiration to make a difference.

President and CEO

Productivity And Capacity Excellence

As a successful Corporate Executive and Entrepreneur, leading companies and launching new products have been a way of life. From appearances on the Shark Tank season 12 finale, Good Morning America, GMA Shark Tank, and Worldwide Business with Kathy Ireland through redefining companies such as BMW, Ford and Mack Truck. My "Made in America "products are displayed alongside such household name products as Scrub Daddy®, Squatty Potty®, Paint Brush Cover®, Drop Stop®, and ReadeRest®, all products that have achieved mass distribution & sales after their appearance on the reality TV series "Shark Tank".

Product launches take strong focus and a great TEAM to make it a reality. Product launches involve various steps which require understanding customer needs, product design, testing of the product, marketing & advertising to ensure the product reaches its vast audience. A successful product launch provides a sales momentum for the company that can lead to new innovative products. The PACE team is diversified with market leaders that include expertise in Lean 6 Sigma, Sales, Marketing, Purchasing, Quality Systems, Operations Excellence and Manufacturing sites to provide you with design concepts and prototypes that can bring your ideas to life.

PACE has the launching pad to make this dream a reality.

President & CEO 

Wiley Road Foods

Responsible for SQF level II certified food grade manufacturing and processing plants in New Hampshire and Dallas. Responsibilities include growing multiple manufacturing locations throughout the USA and implementing PACE Lean 6 Sigma World Class Manufacturing Systems in each operating plant.

A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste across all industry platforms. Lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers. Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times while information management becomes much simpler and more accurate.

Chief Executive Officer

Oneida Air Systems Inc.

Responsible for a USA manufacturing plant generating $25 million in sales. Responsibilities include marketing, sales, operations, lean implementation and P & L.
•Established a strong national marketing campaign including appearances on Good Morning America, Good Morning America Shark Tank, Kathy Ireland Modern Living, ABC, WMUR, NH Chronicle, The American Woodshop, CNY @Home, Make48 Shark Tank panel with Stephen Key.
•Doubled sales volume in 4 years through new distribution, national media exposure and Shark Tank alliance while reducing mfg floor space by 75%
•Implemented live broadcast to the manufacturing work center improving throughput by 40% supplying live orders to the manufacturing floor and 97% on time deliveries.
•Established inventory supermarkets with specific Kan-Bans in each work center reducing part outs to less than 1% and increasing inventory turns from 1.3 to 18.
•Reduced direct labor by 40%, improved gross profit by 25%, improved total mfg cost/hour by 80%, reduced fixed cost by 60%, improved internal quality defects by 95% and achieved 6 sigma on several large volume retail product lines.

Mack Trucks, Inc., Lancaster Preferred Partners

Responsible for the sequenced assembly of Mack Truck, UPS, Federal Express and Waste Management Chassis, Axle and Drive Shaft’s in an operation generating $120 million in sales.  Accountable for P & L, start-up programs and UAW union negotiations.
•Implemented live broadcast to build truck chassis in sequence. Increased throughput by 40%, reduced floor space by 70% and decreased cycle time by 50%. 
•Established PDCA to chassis line side to effectively reduce quality defects from 8 to 3 per 100 sequenced units.
•Established Business Operating System’s for reporting key indicators by department. 
•Reduced chassis HPU (Hours per Unit) from 31.8 to 25.6 while ramping volume to from 55 to 84 units/day.
•Improved P & L statement by $2M in the 1st quarter.

Plant General Manager

Moveras, LLC, Onvio Precision Gearboxes

Responsible for all manufacturing plants in the United States and Mexico. Responsibilities include re-manufactured Automotive Transmissions, Automotive Door Panel Clutches, Precision Motion Control Products, Military Talon Robot Gearboxes and Industrial Pulleys. Directing the activities of 10 managers working in an operation generating $50 million in sales.  Accountable for profit and loss, site start-ups, and all continuous improvement programs.
•	Increased Sales volume by 300% and Manufacturing throughput by 60% using Lean Mfg Techniques securing large business accounts such as AutoZone, Advanced Auto Parts, Transtar Industries, NAPA and LKQ.
•	Reduced Finished Goods Inventory from 1.1M to 400K by introducing Kan-Ban process controls on all raw materials and work in process.                                                                                                               
•	Reduced direct labor by 55% through optimizing process controls & implementing value stream mapping on all custom designed production cells.
•	Improved Warranty Quality from 28% to 6% within one year of mass production on all transmission manufacturing cells utilizing PDCA techniques.                                                                                                         
•	Improved reducer production throughput by 80% with 30 % labor reduction by implementing one piece flow for each assembly cell.
•	Optimized automotive clutch line process through poke-yoke quality controls achieving   Zero PPM four years running.
•	Reduced plant space utilization by 20% through live broadcast build to order  process controls for all assembly processes.   
•	Implemented World Class 6S Program for All manufacturing sites and restocking locations.

VP of MFG & Chief Operating Officer

Industrial Rivet & Fastener Co

Responsible for the sales/marketing, engineering and the manufacturing of custom designed fasteners. Managed the individual performance of 8 direct managers working in a facility generating $45 million in sales. Responsible for the plant business operating system with full implementation. 
•	Improved productivity by 80% and increased sales by 25% with improved material flow, Lean Manufacturing Techniques, monthly Kaizen events and 50% tooling changeover improvement.
•	Increased new customer accounts by 15% and increased existing customer sales by 10%.
•	Reduced customer PPM from 18,000 to 40 in a 6-month timeframe with the implementation of Plan Do Check Act methodology and the development of Quality Operating Systems.
•	Improved Profit margin by 50% while decreasing labor cost and increasing floor space by 20%.

Faurecia-BMW

Responsible for the manufacture of the BMW Z3 and X5 complete automotive interiors and the manufacture of GM Saturn LS automotive door panels.  Directed the activities of 12 direct managers working in an operation generating $170 million in sales.  Accountable for profit and loss, plant start-ups, plant expansions, and continuous improvements programs.
•	Improved profit and loss operating margin to $1.8 million a month, translating into a 23% operating margin in less than 2 years. 
•	Enhanced inventory turns from 2 to 15 within an 18-month period and reduced finished goods inventory from two days to two hours on sequenced interior components.                                                                                                             
•	Reduced tool change time from 120 minutes to less than 20 minutes on all injection molding equipment and increased actual production uptime on capital equipment by 20%.
•	Improved plant space by 35% through increased productivity from $500 a square foot to $875 a square foot.

Technical Manager, Plant & Business Manager

Eagle-Picher Automotive Group

Responsible for the design engineering on all drive train systems, fuel systems, and suspension modules in four manufacturing plants throughout the United States.  Responsible for the development of various engineering systems and application testing.  Directed the activities of 6 managers and 4 application engineers working in an operation generating $65 million in sales.
•	Reduced development time to production by three months via finite element analyses and improved floor utilization by 20% through lean manufacturing techniques.
•	Increased sales to more than $40 million by utilizing innovative design concepts such as the 1/8 turn gas cap fuel system for Ford Motor Company and the airbag vibration damper system for Toyota Gosei.
•	Introduced flash free injection molding and successfully launched QS-9000.

Corporate Director of Engineering

Ingersoll Rand-Torrington Company

Directed the design of aircraft jet engine bearings and aircraft control bearings with accountability for simulation testing prior to production release.  Oversaw the efforts of technical personnel, including engineering technicians, test technicians, and engineering designers. Acted as liaison to clients such as Pratt & Whitney, GE, and Sikorsky.

Product Design Engineer

Mr. Guerrera's career is truly impressive, spanning decades of expertise in mechanical engineering, manufacturing, and leadership. His extensive experience in Lean 6 Sigma methodologies highlights his dedication to efficiency and quality in manufacturing processes. Leading teams through new product launches demonstrates his ability to innovate and drive success in competitive markets. 

His national media exposure, including appearances on Shark Tank, Good Morning America and hosting product segments on CBS, showcases his ability to communicate and share his knowledge with a broad audience. Collaborating with influential figures like Daymond John and participating in prestigious National product pitching competitions further solidify his reputation as a leader in the industry. 

His contributions to notable projects, such as the BMW Z3 and X5 vehicle launches, and his involvement in pioneering advancements like the on-board fuel vapor recovery system for the Ford Taurus, underscore his impact on automotive engineering and manufacturing. 

Furthermore, his role as Vice President of the United Inventors Association and involvement in initiatives like his National Modern Inventor “Pitch the Pros" demonstrate his commitment to fostering innovation and supporting aspiring inventors. 

Overall, Mr. Guerrera's career highlights his exceptional skills in engineering, manufacturing, and leadership, making him a significant figure in the industry with a lasting impact on innovation and quality.

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Christopher Guerrera LSSMBB's Linkedin Analytics

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