Alfredo Sánchez Email and Phone Number

Site Quality Manager responsible for implementing Quality Systems, at the start of the Manufacturing plant in a greenfield in our new operation in Guadalajara Jalisco, from scratch until Aug. 2024 with more than 34 production lines and cells. Aptiv El Salto is in the top 5 of 23 (Dic 2024) , manufacturing plants for best Quality Performance or lowest number of customer complaints. With a Head Count of 1,750 people, as a staff team we are on the path to a quality culture based on Aptiv's values.

Consultant; Working with world-class consulting agencies, sharing knowledge for better decision making, collecting unique insights in real time through data analysis and market insights from different industries and expert knowledge for businesses around the world.

Plant Quality ManagerResponsibilities: Laboratory, Quality Engineering, customer service, Metrology, Testing. Pain harmony release, 8Ds, PDCA, 5Whys, QRQC, Safe Launch. Process: Injection, Paint, Assembly.

Nexteer Automotive: Safety Advanced Performance: Steering Columns, I- Shafts, Machined shafts.Responsibilities: Leadership and management of all aspects of the quality function: Value Stream Operation, Quality Engineering, Lab, Customer Requirements, GM, FORD, Nexteer China. Launch of new businesses, Customer Scorecard, Application of policies, procedures, Safety Requirements, PSCC critical problems. APQP, PPAP, SPC, CPk, RYT. FTQ. Problem solving techniques: Shainin Red X, Six Sigma, Fast Response, 3 Legged 5 Why Analysis. Risk-based Prevention thinking Achievements:• 14% Reduction in RTY 2020 vs 2021 through the implementation of a new measurement algorithm.• 20% Reduction in Customer complaints 2021 through the Implementation of risk assessment in operations with error proofing for prevention and detection.• 4 GM BIQS. Increased from Level 2 to 4 level, through the Implementation of Gap Assessment and Recovery plan.• 30 % Increase in participation in Quality Week 2021 vs 2020. through the Promotion strategy and participation in all Shifts.• 15% Increase in Quality Culture through the Promoting, Living and Leading a Quality Culture.Strengthening of CompetenciesStress management. Resilience. Networking.

Oversee the department of Product Quality Engineering: Head Count: 18 Engineers. New model changes, New business launches, Technical support in Site of Assembly plants of Vehicles, Trucks, in NA. Customer Quality Management OEMs: The Team of Product Quality Engineering: 12 Fiat Chrysler Automobiles Assembly plants. 11 Tiers 1: Lear Corporation, Adient Plc, Magna International, Autoliv, at Global operations. Performance: 2018 NCT,s Reduction 24 % ,2019 vs 2018 NCT,s Reduction 22%, 2019.IATF 16949 Re Certification 2019. PFMEA & Control Plan: The Team of Engineering PFMEA manage about (3000+) & Control Plan (3000+) Participation in risk assessments, Gap Analysis, Risk Mitigation, Reverse FMEA. 2 Engineering Validation Process: Active participation during the engineering validation process, EVT (Engineering Validation Test), DVT (Design Validation Test), PVT (production validation testing) with different teams : GM, FCA, FORD, Hyundai, Kia, Audi, BMW, Mercedes Benz, Volkswagen, Daimler, Honda, Nissan. Management of Quality Engineering: FCA Client portals management, Fast Response, 8D, Costumer Score card, Analytical Risk Failure Mode and Effects, Design & Process Control Plan, SPC Analysis for special: Significant & Critical Characteristics( 5,000+), Double launch Netting Analysis, Red X Problem Solving & Six Sigma projects, Analysis of complex Customer complaints, Analysis and assist in supplier quality rejections related with OEMContinuous Improvement (CI) through the application of Techniques Application of different methods and techniques to solve Quality critical, chronic problems related to Product, process, and specs interaction between the product - Process, technical problems of Production and transaction process, through the application of structured problem-solving methodologies such as Shainin Rolling Top 5 (RT5), Shainin Red X, Six sigma methodologies.

Electrical Distribution Systems, Wire Harnesses, Custom over - molded cable & Assemblies,Battery / weld/Power cables & Assemblies, CAN Bus Cables, Retractive Cords & assemblies. : Direct Report: Operations Director. Head Count: 4 Supervisors, 130 Operators.Responsibilities: Program Management of the strategic business transfer plan from the USA to Mexico, oversee the department of Planning and Production: Assembly lines, Cutting/crimping Process and injection molding process, Analyze customer forecasts, develop production plan, budget and deadlines according to production specifications, determine production requirements based on plant capacity and production specifications, plans workflow and schedules for production departments, monitors production status and ensures timely delivery, identifies delays, and consequently adjusts schedules to meet deadlines, evaluates current production processes and recommends improvements. Solve production problems, finished Goods Shipments: CoordinatesProduction department with Supplier chain and logistics to do the shipments on time.Achievements:• 18% Increase of Labor Efficiency through the implementation of Headcount walk System• 20% Increase Production Efficiency through the Implementation of new board cable assembly technology.• 3% reduction in headcount turnover Through a system of recognitions, Labor Market Studies.• 120 new jobs in Guanajuato through the integration of the administrative staff team to start up a new manufacturing plant.• 1 Increase production line through the New Business implementation, Pump Submergible Wires.• Quality System: Certification of ISO 9001: 2015,• Auditor of the Quality Management System ISO 9001: 2015 CertificationStrengthening of CompetenciesPlanning. Result Orientation. Leadership.

Cluster Monterrey: Electrical Distribution Systems, wire Harnesses and production of Automotive electric cables, battery cables and High voltage: 8000 employees.Oversee the department of Process & Industrial Engineering Cluster Monterrey.Manufacturing Plants & Head Count: 5 Plants, 4 Managers, 13 Engineers 15 techniciansInternational Experience: in new model launches, technical support in Site of Assembly plants of different Vehicles in USA CANADA, MEXICO.Customer Process & Industrial EngineeringManagement OEMs: KIA, Hyundai, FIAT, Chrysler, FORD, GM, NISSAN, Mercedes Benz.Management of Process & Industrial Engineering:+ 300 Equipment, + 1500 dies & tooling, + 15000 Part Numbers, Quote, buy, Release Tooling & EquipmentAnnual Budget: + $2.0 M, Process validation review vs Customer requirements ISO/TS16949 & US Car 21.Achievements:• 2000 new jobs in Victoria Tamps plant III FORD FUSION Business, through the integration of the administrative staff team to start up a new manufacturing plant.• 1000 new jobs in MSB Nuevo Laredo plant, FORD Edge Business, through the integration of the administrative staff team to start up a new manufacturing plant.• 500 new jobs Guadalupe NL, NISSAN TITAN Business, through the integration of the administrative staff team to start up a new manufacturing plant.• Startup of New wire harness Technology through the invalidation of Robotic Bender Project Transfer from USA to MX• +300k Annual Savings through the communication of circuits, components and technology update. Strengthening of CompetenciesPlanification and organization. Project Management. Group leadership.

September 2006 - March 2012 - Cluster Zacatecas Electrical Distribution Systems, wire Harnesses and production of Automotive electric cables, battery cables and High voltage: 6500 employeesOversee the department of Innovation and Continuous Improvement Process: Manufacturing Plants & Head Count: 9 Plants, 3 Six Sigma Black Belts 180 Six Sigma Green Belts, 3 Shainin Red X.Problem Solving TechniquesSix Sigma & Shainin Red X Management of Innovation and Continuous Improvement ProcessDeployment and Program Implementation + 100 Staff & Salary employees, Six Sigma Projects Management + 50 Annual Projects, Training, Coaching and Certification of Six Sigma, Green Belt, Black Belt methodology + 100 Staff & Salary employees, Transactional and Manufacturing Problem Solving Projects, Cost Recovery Management + $500k Annual Savings, Finance Administration System & Scrap Administration System, Implementation, Business Acumen, P& L Analysis to find and close gaps to meet the Profit Objective. + $500k Annual Savings, + 150 HC Reduction.Achievements:• $1 + million USD reductions annually of process and product variations.• Train and Certified Six Sigma Black Belt 7+ and green belt. 150+.• Human Resource; Reduction of Turn over and absentees through Reverse Thinking.• Standard Work through Implementation of Takt time, materials/ tools inventory, work sequence, SMED Build of equipment.• Supply chain Optimization through Supermarket 2.0, Storage level 1.0, Leveled Production Planning, Packaging & Cube Optimization.• Implementation of systematic projects: Finance Administration. Waste Administration. Cost recovery. Profit and lost Methodology, Sales Floor Factor. People Walk. SAP Waste algorithm.Strengthening of CompetenciesContinuous improvement. Project Management. Business orientation.