Administración de proceso de inyección enfocado a la mejora de los indicadores seguridad, calidad, costo y entrega mediante la mejora continua basado en la filosofía kaizen y empowerment de nuestro personal

• Directly responsible for the operation and its macro indicators: safety, quality, cost, delivery, ensuring a stable and competitive work environment by addressing a workforce of 2000 operators, 350 employees. Under the kaizen philosophy and high performance sistem• Directed the strategy high performance equipment Saltillo 2011 to 2016, bringing 60 teams of 219 operators have 72% growth.• Collaborate and implement the integration project plants montreal, monterrey to saltillo… Show more • Directly responsible for the operation and its macro indicators: safety, quality, cost, delivery, ensuring a stable and competitive work environment by addressing a workforce of 2000 operators, 350 employees. Under the kaizen philosophy and high performance sistem• Directed the strategy high performance equipment Saltillo 2011 to 2016, bringing 60 teams of 219 operators have 72% growth.• Collaborate and implement the integration project plants montreal, monterrey to saltillo, producing and implementing process and new platforms during 2014 – 2015 (100% compliance and service call rate 6.5 to 5.8).• Collaborate, develop and directed initiative A.D.I. “Analysis of daily improvement” in 2012.• Directed lean manufacturing initiative. Taking kaizen workshops every two months by shingijutsu advice.• Develop the talent of my team through 8 green belts certification in 2016. Show less

• Implement “SMED” in thermoforming mold change 90 min. to 10 min. Increase the availability to 98% • Implement Total Productive Maintenance “T.P.M.” mills extrusion area, reducing scrap of 10% to 2.3% in powders.• Lead the project standardizing process Thermoforming, increasing O.E.E.50% to 80%• Develop and implement school thermoforming (operator). Reduced rotation critical position from 5% to 0%• High perfom sistem directed to efficiency, turnover, absenteeism and scrap•… Show more • Implement “SMED” in thermoforming mold change 90 min. to 10 min. Increase the availability to 98% • Implement Total Productive Maintenance “T.P.M.” mills extrusion area, reducing scrap of 10% to 2.3% in powders.• Lead the project standardizing process Thermoforming, increasing O.E.E.50% to 80%• Develop and implement school thermoforming (operator). Reduced rotation critical position from 5% to 0%• High perfom sistem directed to efficiency, turnover, absenteeism and scrap• Lean kaizen workshop (7 waste). Reduction Head count 25% of the workforce• Coordinated the first "Thermoforming Standardization Handbook" for increasing the availability and scrap reduction by 50%• Develop and participate in the design of work stations new generation, reduced head count 30% of middle managers• Management process extrusion, thermoforming and cabinets assemblage Show less

• Work directly in the implementation of the new platform Sedna refrigerators. Achieving the target market release in the period involved.• Implement the S.M.E.D. foamed areas O.E.E. 90 min.- 20 min.• Responsible for thermoforming processes, foaming, assembly lines 630 employees targeted to meet volume, blend, scrap, overtime, absenteeism, turnover, 0 accidents

• Design and implement school by operator Thermoforming. Zero damage equipment. Equipment availability increased 5%• Collaborate implementation "C.E.P." Cabinet Foaming process.• Direct Responsible indicators scrap, high-performance system, safety, absenteeism, and volume get the best results on the ground consistently for 3 years.

• Design and implement school by operator Thermoforming. Zero damage equipment. Equipment availability increased 5%• Collaborate implementation "C.E.P." Cabinet Foaming process.• Direct Responsible indicators scrap, high-performance system, safety, absenteeism, and volume get the best results on the ground consistently for 3 years.