My objective is to revitalize a complex and aged plant by emphasizing quality, efficiency, and cost optimization. This includes launching the 2.3L MY2025 engine and preparing the team for a capacity increase from 108K units per year to 250K units by MY2026• Supervise ME site-based engineers to achieve manufacturing objectives by collaborating with various engineering groups including PTME, Industrial Engineering, Product Engineering, Controlling, and Purchasing• Oversee the monitoring… Show more My objective is to revitalize a complex and aged plant by emphasizing quality, efficiency, and cost optimization. This includes launching the 2.3L MY2025 engine and preparing the team for a capacity increase from 108K units per year to 250K units by MY2026• Supervise ME site-based engineers to achieve manufacturing objectives by collaborating with various engineering groups including PTME, Industrial Engineering, Product Engineering, Controlling, and Purchasing• Oversee the monitoring and costing of the 2.0L Phase Out by December 2023.• Ensure compliance with ISO9001 audit standards. Show less

Implement Lean Principles through CSAP frontline workgroups to support the achievement of Rate of Climb (RoC) acceleration in the 23MY and 23.5MY, in alignment with the capacity increase project of CX727. This initiative aims to swiftly address Delivery issues across Stamping, Bodyshop, Paint, and Assembly• Enhance quality and customer warranties by spearheading Black Belt projects aimed at reducing defects in yards to foster a culture of continuous improvement.• Develop and implement a… Show more Implement Lean Principles through CSAP frontline workgroups to support the achievement of Rate of Climb (RoC) acceleration in the 23MY and 23.5MY, in alignment with the capacity increase project of CX727. This initiative aims to swiftly address Delivery issues across Stamping, Bodyshop, Paint, and Assembly• Enhance quality and customer warranties by spearheading Black Belt projects aimed at reducing defects in yards to foster a culture of continuous improvement.• Develop and implement a Lean Academy to train more than 300 Team Leaders by implementing LM principles in a simple and practical manner for daily application trough theoretical and practical "factory simulation training" .• Coach and mentor LL6 colleagues to enhance their leadership skills across the complete site, focusing on Bodyshop (1), MPL (1), and Stamping (1)• Serve as the Chairman of People Development Committee. Show less

My primary objective was to follow a PPAP acceptance process for critical suppliers to prevent Delivery Stoppages during the Rate of Climb (RoC) phase. I coordinated with Bodyshop team managers to guarantee adherence to quality standards and manufacturing processes, enabling us to meet launch deadlines effectively.• Attain (RoC) targets in the up-to-speed Bodyshop project by assisting Incoming Quality and STA areas in addressing issues with critical suppliers during the PPAP phase… Show more My primary objective was to follow a PPAP acceptance process for critical suppliers to prevent Delivery Stoppages during the Rate of Climb (RoC) phase. I coordinated with Bodyshop team managers to guarantee adherence to quality standards and manufacturing processes, enabling us to meet launch deadlines effectively.• Attain (RoC) targets in the up-to-speed Bodyshop project by assisting Incoming Quality and STA areas in addressing issues with critical suppliers during the PPAP phase, achieving >1.6 PPK for specific critical characteristics.• Collaborate with VOME to engage in program studies aimed at preventing disruptions to manufacturing operations.• Assume responsibility for Program Reviews in the Bodyshop department relating to ME- content. Show less

The goal was to achieve benchmark results in Safety and Delivery stretch targets for the Maintenance and Production teams.• Secured 1st place in North America and 3rd globally in Stamping productivity key indicators through a strategic plan focused on Operational systems, Cultural behaviors, and Processes digitalization. Led and coached the entire stamping team, resulting in a sustained 94% improvement in Throughput to Potential and Effective Output• Introduced LM methodologies to… Show more The goal was to achieve benchmark results in Safety and Delivery stretch targets for the Maintenance and Production teams.• Secured 1st place in North America and 3rd globally in Stamping productivity key indicators through a strategic plan focused on Operational systems, Cultural behaviors, and Processes digitalization. Led and coached the entire stamping team, resulting in a sustained 94% improvement in Throughput to Potential and Effective Output• Introduced LM methodologies to achieve a new record of Tool die change by implementing the Heijunka methodology (production leveling) and production flow restriction strategy, achieving a 4-minute per die change and zero press stoppages during production runs.• Implemented a cultural change strategy based on a continuous improvement mindset, leading to a complete organizational transformation in both salaried and hourly employees as per the PULSE people satisfaction survey.• Exceeded financial objectives by implementing a maintenance cost per unit system with 98.5% budget accuracy. Show less

My objective was to elevate the team to benchmark levels in Key indicators by developing successful strategies in three main areas:1. Maximizing equipment efficiency2. Implementing Lean principles to minimize waste3. Preparing the team for future challenges• Running machining lines above design targets for two years: TTP case 108%, Converter Housing 105.4%, TTP Valve Body 101.4%. Accomplished 720 accident-free days• Implementing continuous improvement strategies aligned with… Show more My objective was to elevate the team to benchmark levels in Key indicators by developing successful strategies in three main areas:1. Maximizing equipment efficiency2. Implementing Lean principles to minimize waste3. Preparing the team for future challenges• Running machining lines above design targets for two years: TTP case 108%, Converter Housing 105.4%, TTP Valve Body 101.4%. Accomplished 720 accident-free days• Implementing continuous improvement strategies aligned with Lean Manufacturing philosophy, resulting in yearly savings of $512,294 USD and a 70% improvement in Ready Capacity statement• Identifying and coordinating projects to optimize labor hours on machining lines, transitioning from 24x7 to 24x6 operation patterns, saving the company $150K USD in SxH fringes annually• Introducing a Dual responsibilities model for Salaried employees and leading the Process Coach robustness initiative at Ford of Mexico Show less

The primary objective was to stabilize the gears manufacturing processes post-launch phase to attain benchmark levels of efficiency and cost. This included serving as the organization's expert in gears manufacturing, covering technologies like Hobs, Heat Treatment, Honing, Grinding, and washing, encompassing equipment, raw material composition, and tooling.• Successfully achieved emergency PPAP development within 24 hours by organizing and leading a SWAT team at supplier facilities (Contour… Show more The primary objective was to stabilize the gears manufacturing processes post-launch phase to attain benchmark levels of efficiency and cost. This included serving as the organization's expert in gears manufacturing, covering technologies like Hobs, Heat Treatment, Honing, Grinding, and washing, encompassing equipment, raw material composition, and tooling.• Successfully achieved emergency PPAP development within 24 hours by organizing and leading a SWAT team at supplier facilities (Contour Hardening) to prevent assembly production stoppage due to an Induction hardening machine breakdown.• Managed a $9.3M USD budget with 98% accuracy year over year.• Oversaw manufacturing activities and issue resolution during both Launch phase (ROC) and regular operations, addressing machining High Hurts with PTME related to delivery issues.• Ensured teams completed all phases during Machine Acceptance with PTME team, meeting stringent targets in timing and equipment capabilities.• Finalist in Ford Technology Excellence Award 2019, globally recognized for developing and implementing a Gears traceability system project for heat treatment gear batches. Show less

Implemented Lean principles plant-wide, encompassing support and operation areas.Served as the North America Lean representative, engaging in benchmarking and idea-sharing with plants in Germany (3), England (1), Italy (1), and France (1). Participated in standard definition workshops for global initiatives.As a member of the plant Executive Board, responsible for implementing process and global standards across all departments reporting to the Plant director.• Led culture change… Show more Implemented Lean principles plant-wide, encompassing support and operation areas.Served as the North America Lean representative, engaging in benchmarking and idea-sharing with plants in Germany (3), England (1), Italy (1), and France (1). Participated in standard definition workshops for global initiatives.As a member of the plant Executive Board, responsible for implementing process and global standards across all departments reporting to the Plant director.• Led culture change initiatives, achieving 100% training participation for 700 employees in Lean manufacturing tools and various production systems like One-piece Flow, Push & Pull production, Kanban, and Continuous production flow through a Factory simulation game called "Widget game."• Realized €0.5M annual savings by implementing yearly Kaizen events, Improvement ideas, Value Stream Mapping, Ohno Circle, and One-piece flow to uphold operational efficiency.• Successfully met launch deadline milestones for assembly line installation Show less

Led the launch of a new plant for the POLARIS program within the Cut & Saw Division, focusing on Interior Seats• Accelerated the ramp-up production plan, achieving 88% efficiency in the Cut & Saw areas within three months and 93% on the assembly line.• Designed and implemented production processes and methods to meet customer requirements. Implemented Continuous Improvement tasks using Lean tools and manufacturing methodologies, increasing cloth saw components efficiency from 75% to 95%… Show more Led the launch of a new plant for the POLARIS program within the Cut & Saw Division, focusing on Interior Seats• Accelerated the ramp-up production plan, achieving 88% efficiency in the Cut & Saw areas within three months and 93% on the assembly line.• Designed and implemented production processes and methods to meet customer requirements. Implemented Continuous Improvement tasks using Lean tools and manufacturing methodologies, increasing cloth saw components efficiency from 75% to 95% and avoiding premium freight costs of $80,000 per month.• Oversaw the relocation of equipment from POLARIS customer plant in Wisconsin, USA to Saltillo, Mexico. Show less

- Production Engineer – 50 Hourlies + Lean Mfg.- Warehouse Coordinator – Shipping area- Lean Manufacturing Coordinator – Mexico Region - Traveler supporting 7 production lines three facilities - Cuautitlan Izcalli plant (2.5 Years) - Saltillo Coah. Plant (2 Years) - Leon Plant (1 year)Several projects related to: - Layout modification- Production Troughput improvement- Productivity increase- Launch design phase- 2.3 Mill of Savings in 2 years