Achievements . Lead the production activities in order to assure the customer satisfaction.Assure the production records with a high efficiency and effectiveness at low costTo develop new customers mainly in the automotive industry with opportunities to grow our core businessTo develop new local and international suppliers in order to support the manufacturing cost of our products with a better cost and quality as an strategy to compete against our competitorsContinuous improvements in production and qualityLean manufacturing activities in all the processContinuous training to all the employees in order to maintain a high qualification in all manpower staff.Nov.2007 until May 2009.

Tow Facilities under my control. Cuautitlan Facility 1000 employees, one staff management Vallejo Facility 500 employees, one staff managementAchievementsGuillermo Domínguez PérezConsiderable improvements on thermoplastics, metalized and assembly process, based On a 35% on cycle time reduction and 15% on scrap reduction.Changes in the financial status of the company from red numbers to black numbers with a net income of 5%. Productions records doubled applying, lean manufacturing, and six sigma activities in the leading products as washing machines, no breaks, etc.Other savings created as a consequence of the lean manufacturing activities, 30% reduction of direct labor, reduction of standard process in 20%, space, and a better control in the logistic chain. An improvement of Inventory turns, etc.Customer satisfaction from 63% to 95 %Savings of $ 650,000.00 USD as a result of an aggressive purchasing management.

Responsible for the P&L

Lead the new building installation, head lamp Project.Change the financial numbers from red to black with positive net income of 8%.Reduced the scrap rate from 50% to 3% based on injection molding improvements.Increased the production records from 60% to 95%. Metalized process improvements from 60% of scrap to 3% based on effective maintenance activities as predictive and preventive work shop process.Cost reductions in direct labor as a consequence of the activities of the lean manufacturing, and six sigma. (30%) save. Control in the logistic chain, plant, suppliers and customers.Control in the inventory turns 12 per year.Savings for $ 1,800.000.00 USD in one fiscal year as follows.Purchasing negotiations.Scrap reduction.Increase the productions records.Training-Three months in Germany: *German culture *Efficacy and productivity *Re- engineering *German Language.; A de C.V. British (Plastic raw material; Operation Director 220 EmployeesAchievementsManage the British and Mexican facilities for six Months in 1996.Old bury Facility 1000 employees' one staff management.Mexico Facility 280 employee's one staff management.Radical changes in the Mexican operation from red numbers to black numbers.Develop. Coordinate, install, and consolidate the business between, Old bury and Mexico facilities in order to control the Latin American and European customers given the best service at the best price.K indicators controls installed in both companies for a monthly follow up.

Operation Director 1700 employees Four FacilitiesAchievementsTo manage four facilities in the same administration with staff managements each one.Facility No1, 600 employees.Facility No2, 200 employees.Facility No3, 400 employees. Facility No4, 500 employees.All of them dedicated to the automotive electrical products, as alternators, ignition coils, horns, electronics modules ignition, etc.Consolidate the four facilities into one, with incredible results such as big positive profit, cost reduction in direct labor (50%), double the productions records.Automotization of assembly lines. Lean manufacturing apply.