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Work Background
Grupo Acerero S.A. de C.V.Quality Director
Aug. 2018San Luis Potosí y alrededores, México · On-siteSet Corporate Operational Excellence Vision and establish Corporate Quality performance measures and ESG & GRC Strategy. Lead the review of technical responses to questions/issues raised by regulatory agencies and customers on the Audits. Coordinate Area's budget efforts to ensure budget plan achievement (OpEx), increase capital expenditure investments (CapEx), and promote operational efficiency. Support Supply Chain and R&D departments in providing suppliers with vendor performance measures to enable recognition / corrective action. Monitor and respond to issues related to non-conforming events and quality. Provide leadership for LabCorp quality programs, including implementing policies and systems Process Re-engineering to formulate the best product inspection strategy to improve customer delivery time.
Key Contributions: • Challenge status quo and develop teams to own and drive a continuous improvement mentality through floor Workshops in the Sales Area for the last three years, generating 3.5% on headcount and 1.4 MUSD in external expenses.
• Development of critical and specialized projects, such as rail cars, construction equipment, and Oil and Gas customers, until they achieved the products that the customers required to increase at least $154 MUSD in sales in this market.
• Developed and implemented Total Quality & Operational Action systems to reflect customer-level performance, generating more than 2% additional revenue.
• Champion of the Governance of Data in the Data Master Office on a successful project transition from QAD to SAP Hana 4 in less than a year.
• Develop from greenfield, execute, and deliver the Operational Excellence Management System and Site Quality Budget, also the Risk Management Plan for at least five years for all the Culture and Strategy of the corporate.
ArcelorMittal Tailored BlanksPlant Manager
May. 2017 - Aug. 2018San Luis Potosí y alrededores, México · On-siteCreated and coordinated strategies to maintain plant operations to achieve on-time customer volume. Delivered direction, ensured resources, and managed programs to ensure Plant's Safety and Environmental performance met established goals. He has developed organizational capabilities through efficient performance management and planning and utilization of human resources and managed plant productivity and process improvement plans by utilizing continuous improvement techniques. Responsible for the P&L statement and Implementing effective cost-cutting procedures. Monitor expenses and resource allocation.
Key Contributions:
• Attained EBITDA Plant overall 180+ KUSD monthly of budget.
• Achieved and exceeded OEE target by 83%.
• Maintained overall inventory variation of 0.87% and scrap health condition at 2.4% monthly.
• Increased operating cash flow ratio aimed at maintaining good financial health continuously for 7+ months.
TI AutomotiveManufacturing Engineering Manager México FTDS
Aug. 2014 - May. 2017San Luis Potosí y alrededores, México · On-siteLed, trained, and mentored high-performance Engineering, Maintenance and Process teams to meet agreed objectives and deliver best practice results. Optimized manufacturing line and enabled workstation improvements for a Fluid Carrying System. Administered Engineering and Maintenance CapEx and OpEx Budget. Formulated and executed strategy, overseeing cost development, preliminary schedule development and evaluating project and engineering alternatives. Spearheaded processes, such as identifying risk, developing mitigation strategies and alternative solutions, resolving issues and collaborating with cross-functional groups. Evaluated new processing method technology for application purposes aimed at targeting new business opportunities. Performed continuous improvement activities using Lean tools for cost reduction, quality improvement, and efficiency/material flow.
Key Contributions:
• Increased site’s KPI OEE strategically from 72% to 87% in 7 months.
• Enabled KPI Scrap Reduction according to plant objective 2.7% to 0.8% in line with the monthly sales budget.
• Served as Project Manager to open 9,500 sq. meters new facility in Puebla from the business case until run and rate of the new process with $8.4M investment.
• Transfer product and equipment to increase 28% of Automotive Pipe Fluid Systems production from US to Mexico.
Coveris GroupMaintenance & Project Manager
Aug. 2011 - Aug. 2014San Luis Potosí y alrededores, México · On-siteLed the cross-functional departments to achieve the performance of the project schedule, meanwhile leading and managing the budget of projects for the rest of the organization. Initiated and drove cost-effective, efficient, technology and quality improvement projects and transfers of products. Installed and maintained machines, tools and equipment in manufacturing operations, as well as scheduled repair, maintenance and structure to ensure continuity of production operations. Resolved complex problems by utilizing standard problem-solving techniques and keeping teams focused on making data-driven decision making. Delivered guidance and leadership in the manufacturing site's life cycle management (ALM).
Key Contributions:
• Led project of installation of two brand new raffia polypropylene machines with a total budget of $1.4M.
• Managed a project to transfer and install embossing machine from Guatemala to Mexico with a total budget of $1.1M.
• Spearheaded project of installation of two brand new co-extrusion polyethylene blow film lines 3 layers with a total budget of $3.2M.
ValeoSenior Production Supervisor
Oct. 2010 - Aug. 2011San Luis Potosí y alrededores, MéxicoResponsible for the introduction to production of new projects FIAT 500, Mercedes Benz W166, NMS VW, A6 VW, L32H Nissan, GMT16X GM y COMBO Ford.
Compliance to MPS production of new projects, series production and Aftermarket.
Responsible for monitoring and implementation of total productive maintenance to all machinery.
Focus on efficiency results Target Rating Standard & Target Rating Point.
Core Tools FMEA of design, FMEA of the process, FMEA of security, APQP y PPAP.
Responsible for the welding process of Inter-coolers, condensers and aluminum radiators.
Successful introduction of new platforms FIAT 500, Mercedes Benz W166, NMS VW y A6 VW
Mabe CorporativoPCTO Engineer
Mar. 2007 - Oct. 2010San Luis Potosí y alrededores, MéxicoIntroduction of projects under security regulations and standards ANSI, UL, NOM, IEC, CAN / CSA, that directly reduce the final cost of the product, labor and inputs.
Supplier development, new product development and / or improvement in the overall structure of the product.
Responsible for the documentation for the introduction of a new product and / or manufacturability of the product to be introduced.
Perform design for manufacturing feasibility test that focuses on systematic improvement in quality of product design.
Using in every project Six Sigma methodology: DFSS, DMADOV, DMAIC.
Problems identification, risk analysis and assessment for OHSAS 18001.
Advanced management of Core Tools AMEF, MSA, APQP, and SPC.
Material logistic face in – face out, Kan Ban, FIFO – LIFO. Projects & Goals: Introduction of projects such as: Reduction of thickness in parts stamped with a saving of $ 750 KUSD, Restructuring of consumption of the line Loctite with a saving of $ 200 KUSD, Vertical integration of die to rear deflector embedding with savings of $ 188 KUSD, consumption stainless steel sample line manufacturing parts with savings of $ 150 KUSD.
Vertical integration of de ranges manifold panel, this make in house and the savings had to $ 1,200 KUSD. For this project I brought de tooling from Louisville, KY. Extracurricular Activities at this company:
Green Belt Certification in Lean Manufacturing Workshops given by experience in Lean Manufacturing.
Green Belt Certification Six Sigma Six Sigma
ThyssenKruppProduction Supervisor
Mar. 2005 - Nov. 2006San Luis Potosí y alrededores, MéxicoCoordination of 8 lines - Stainless Steel Cuts.
Use Kan-Ban and Just In Time methodologies.
Supervision and control of production for shifts.
Running Efficiency’s analyses for production lines.
Accomplishment of Study of times and movements.
Implementation of 5'S to level area.
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