Responsible of production operations in Mexico Site including sheet metal fabrication, Press, Turret, Laser, Brakes, Welding Paint, PEM Inserts and product Assembly through Shipping, Monthly production targets up to 8MM through customized and tailored products for the telecommunication industry; Lead a group of 5 production managers, process engineers and 580 Hourly employees to seek customer satisfaction through the highest quality, volume, and lead time requirement. • Boosted sales ramp up from 4 to 8MM increasing sales on top customer, achieving 3X sales vs 2022 while improving company´s market share implementing flow lines connecting assembly with fabrication and reducing WIP.• Awarded on Safety awareness and hazards reduction program.• Increased manufacturing capacity to achieve sales targets while Improving EBITDA from 9 to 17% with new shift plans and overtime reduction, driving operators ability matrix creation and improving on-site training methodology.• Transformed 3 Weeks to 3 days on WIP inventory by implementing flow process & reducing batch production plans from Turrets/Brakes to Assembly and Shipping between others.

Responsible of manufacturing site and CEDIS warehouse located in El Carmen Nuevo León, leading a Multidisciplinary group of Managers including EHS, Quality, Warehouse, Production operations, Planning and Maintenance. • Raised production output by 15% in volume through an improved production and waste reduction processes.• Led perpetual inventory implementation in CEDIS warehouse with 95% accuracy levels, while developing an operations routine on warehouse, re-locating bins and fixing SAP system parameters. • Reduced scrap levels to .3% Monthly sales in revenue through production balance, flexible batch sizes and strict process of on built quality achieving yearly SQF certification.• Led annual rotation reduction trend by developing wage categories determined by skills required by operation, while reducing overall 20% on labor expenses improving salary and benefits for hourly employees.

Responsible of Customized Horizontal blinds (Metals, Woods & Faux wood blinds), with a weekly production of over 7,000 blinds managing 2 value stream leaders, 12 salaried planning and manufacturing engineers and 195 hourly employees. Responsible for customer satisfaction through the highest standard on home fashion products quality and fast delivery, capacity planning, production line transfer from multiple manufacturing plants from USA• Key member on 2 successful Plant startups and 3 products transfers of work from USA sites.• Achieved production ramp up from 0 to 7000 blinds with 6.5MM in sales, leading TOW and production process setup.• Designed and implemented facility layout managing machine transfers, installation, and production readiness.• Defined product transfer strategy determining product features, colors, product finishes, required raw-material while establishing production machine layout, workstations and required services for the production line.• Designed and contributed in career plan implementation for hourly employees.

Responsible for a $44 MM USD business with a BU line of requisition engineered manufactured products of Motor Control Center low voltage electrical panels; Managing 25 Salary employees and 120 Hourly operations on a1shift production line. Responsible to lead and engage a cross functional team of Production, CI Manufacturing, Quality, Purchasing, Scheduling and Warehouse to achieve customer satisfaction through on time delivery, Quality and Compliance on our product, Drive culture transformation to improve security awareness, and conscience on all operation processes, while improving profit on the operation reducing labor expenses and increasing product contribution margin.• Improved 10% Annual labor productivity while achieving quality, sales and inventory targets, by implementing 4x12 labor schedule maximizing complete shifts both for workhours and Overtime. • Transcended achieving over 90% in on time delivery anticipating manufacturing issues like manpower and workstation shortages, demand spikes, past known defects, raw material shortages by developing backlog deep breakdown mechanisms and maximizing system usage. • Awarded on Safety Risk reduction program and safety culture, 2 times part of GE Top performing plant.• Lead the implementation of new products such as MCC Arc flash mitigation, Arc resistance and 3200 Amp. Redesigning operations layout and setup system offering to keep up with the market standards. • Lead the creation of an operations ability matrix to fit capacity and required expertise to meet customer demand, while promoting growth within the organization.

Alongside my Main BU Manager role, assigned as responsible for Logistics and supply chain planning for the complete site with a total of $220 MM USD business; Direct responsible for the Material replenishment and customized order planning for all 4 Business units in site; Managing 4 Senior leads, 12 Buyer schedulers and 47 Indirect labor Hourly warehouse employees. • Restructured materials team, establishing firm communication channels for best understanding on demand changes while generating capacity and supply reviews preventing supply or inventory level risks, modeled on internal stock policy metrics, while balancing people leaves during the pike of COVID.• Responsible for Quarterly production plans to meet customer demand while maintaining desired inventory levels and inventory turns metrics.• Drove accurate forecast model system for consistent material shortages preventing production holds. • Developed tracking metrics on transportation expenses to reduce costs and improve On time Delivery.

Responsible for a $44 MM USD business with a business line of requisition engineered manufactured products of Motor Control Center low voltage electrical panels, for GE Industrial Solution Mexico/ ABB Electrical Products Distribution Solutions operations; Managing 25 Salary employees and 120 Hourly operations on a1shift production line. As a Business Unit manager, my responsibilities are to lead and engage a cross functional team of Production, CI Manufacturing, Quality, Purchasing, Scheduling and Warehouse to achieve customer satisfaction through on time delivery, Quality and Compliance on our product, Drive culture transformation to improve security, awareness and conscience on all operation processes, while improving profit on the operation reducing labor expenses and increasing product contribution margin. Main Achievements • Improved 10% Annual labor productivity while achieving quality, sales and inventory targets; this was achieved by implementing 4x12 labor schedule maximizing complete shifts both for workhours and Overtime. • Maintain over 90% on time delivery meeting operations plans and new product introduction. • Leaded the implementation of new product features such as MCC Arc flash mitigation, Arc resistance and 3200 Amp. Re-designed operations layout and setup system offering to keep up with the market standards. • Leaded the creation of an operations and ability matrix to fit capacity and required expertise to meet customer demand, while promoting growth within the organization.

Overall responsibility of the Order to Remittance process for MCC product; Site responsible for market share growth, and master plan development for site; leading a staff of 6 employees in 2 production lines.Direct responsible for on time delivery metric, Sales, Production Cost withdrawal for site.Main Achievements• 99.8% on time delivery for our customers from Q4 2015 to 2017• 100K Dollars annualized direct savings in Dedicated shipments caused by missed contractual dates.• 380K Dollar annualized site savings on pre-negotiated orders, this by developing a report of the costs required to improve commitment dates for our customers, finding a big opportunity of expenses made by material expedited shipments, and Labor overtime costs that were being paid by the plant and not the premium price given by the customer.• Reduced MCC product Lead-time from 9 to 7 weeks on 36% of our total orders, while increasing material availability through better planning and smart using of our ERP system we were able to stock and forecast the right material.• Develop complexity model to forecast future factory load based on Budget, Sales, Season and product growth.• Develop manufacturing skill matrix to adjust operation for business operation plan while triggering Site stock policy and supplier forecasts.

Responsible for the plant transition to our new SAP ERP system; by understanding all plant operations, requirements and best practices to configure the system for a smooth transition.This role has been a great challenge for me by pushing my leadership, Negotiation and communication skills to tops, while increasing my expertise on SAP and the supply chain industry, visiting 5 company sites to train new users on how to leverage from the system,Main Achievements• SAP site system adaptation in 6 Months; Quickest recovery from site customer order overdue and OTD in complete business.• Develop key reports to understand site load, sales, OTD, OVD and sales system opportunities.

Being the responsible and leading the team to accomplish plant quality metrics, implemented GE QMS methodology on plant, driving product quality assurance and corrective action taking to close the loop on process opportunities, Leading a group of 6 Quality engineers and 40 quality technicians.Main Achievements• Improved QMS and GE Workflow data gathering methods for accurate action tracking to lead the team for continuous improvement methodology in shop floor and requisition engineering.• Implemented control level work center evaluation across the site reducing operator safety risks, defects, scrap and increased flow by re-designing quality control check points.• Reduced quality cell´s EHS operation risks by implementing safety devices such as a laser sensors and relay protection in test areas to remove critical hazards.• GE Project: Build it Right, Re-invented quality assurance by redesigning inspection process, removed non-value-added activities and implemented poka-yoke processes to prevent defects, enhanced operator training with HR team, accomplished a reduction of 7 QC head count, a total reduction of $110K on annual salary.