Saltillo´s new facility Operations Manager during the startup and transfer of Hermosillo´s 36 production lines, which included 900+ different products and new launches, responsible to meet customer requirements while building self-directed teams to achieve internal targets.• Obtained ISO 9001:2015 certificate for Saltillo facility with cero non-conformances.• Obtained formal customer approval to transfer production lines while launching new products, with 13 straight months reaching the sales per employee and sales per feet targets.

Mexican Plants CAPEX and Launch Manager coordinator, responsible to guide and support 9 plants in order to have successful customer new launches while meeting Cooper Standard financial targets.• Define and follow KPIs to meet customer milestones and company´s targets within the planned budget for Juarez (2), Saltillo, Torreon, Aguascalientes (2), Atlacomulco and Guaymas´(2) plants.• Coordinate company’s efforts to minimize or eliminate new launches´ risks to meet customer requirements and Cooper Standard´s targets.• Train, guide and follow-up teams to solve significant launches’ road blocks.

Assigned as a temporary plant resource among U.S. and Mexico facilities to mitigate / avoid potential launches risks while training the local teams to meet Customer & Cooper Standard system requirements and prevent the recurrence of problems.• Act as an interim Launch Mgr. at Fairview, New Lexington, and Plymouth facilities with 100% on time Customer + Cooper Std. deliverables, with zero customer complaints / safety incidents.• Supported Surgoinsville, Torreon, Atlacomulco, Guaymas, Saltillo and Aguascalientes plants with the equipment startups, process stabilization and complete PPAP elements documentation.

Back to the Company after 10 years as Business Unit Manager to build Effective and Result Oriented Teams to turn around poor delivery ratings, low efficiency, high scrap rates and recover Q1 certificate from Ford.• Determine aggressive targets and strategies to recover a min. 99% Customer Delivery Rate, reduce scrap below 1% & improve Financial Margin.• Built self-directed teams and daily follow-up on performance indicators to improve delivery ratings 50% in the first two months and reduce premium freights by $ 100,000 USD / month.

Worked with consulting companies giving induction and team work training at John Deere (Torreon), support Lego to obtain OSHAS certificate (Monterrey) and increase productivity and production output at Dimap (Torreon).

Support new product design, launch and line start-ups, stabilize new processes and improve current production lines performance for customers like BMW, Mercedes Benz, Chrysler, Subaru and Nissan.• Combine and rebalance lines to increase capacity, flexibility, labor utilization and reduce operational cost during automotive crisis in 2009 without interruption to new product launches.• Initiated in less than one month Quality Circles, Green Belt course and a Kaizen campaign to obtain additional 30% savings vs. Original Forecast.PROJECT MANAGER to relocate Takata’s production center, Monclova (2007 – 2008). Project Leader to Plan / Build and Transfer 2,400 employee operation production center, including studies, permits, land acquisition, line start-ups and customer approvals.• Successful 68 production line transfer assuring on time customer deliveries and passing automotive industry quality assurance requirements in 20 months as planned.ENIGINEERING MANAGER, Monclova (2005 – 2007). Obtain Q1 & ISO-TS certificates without non-conformities, as well as work in the design, launch process stabilization & optimization for customers like GM, Toyota, VW, Ford y Honda. • Achieve production program above 95% in volume and product mix in weekly basis, reducing downtime and expedite actions to minimize line stops. • Reduce scrap levels from 3 % below 0.5 % in the 43 production lines for Driver, Passenger and Head Side airbags with total 40 % scrap reduction in the first year.

Management of 3 different Warehouses locations receiving more than 500 truck arrivals per month, eliminate line stops because lack of raw material and increase raw material inventory’s accuracy.• Increase SAP accuracy vs. real from 65% over 98% in the first half year using Six Sigma concepts.• Reduce inventory cost from 8 to 6 million USD.

Converted 240,000 scrap parts in 4.5 US million dollar savings for the company in the first year of operations in this area, increasing manufacturing yield 7% by reusing scrap materials.

Received, installed, debugged and started production lines. Internal personnel developing at the same time hands-on training for Technicians and Operators while they supported installation.• Organized, trained, and established procedures for over 200 people divided in 4 shifts to run process 7 days/week to run and control Output / Process & Quality.

First Certified Six Sigma Black Belt. Implemented statistical control to develop robust processes, reduce main Scrap sources and reduce customer PPMs.• Saving of $ 430,000 USD savings in personal projects during the first year as a Black Belt exceeding the original target in 50%.• Implemented annual plan for Six Sigma projects to save $1.2 US million dollars. SENIOR ENGINEER / PRODUCT ENGINEER (1997-1998) Transferred 22 production lines from London Canada to Mexico, establishing procedures according to international standards (QS9000) with 100% on time deliveries.• Obtained QS9000 certificate in all production lines and Business Units transferred in this production center, including cero non-conformances during this process.• Assume liaison activities to attend customer concerns and implement solutions

Transferred 22 production lines from London Canada to Mexico, establishing procedures according to international standards (QS9000) with 100% on time customer deliveries.• Obtained QS9000 certificate in all production lines and Business Units transferred in this production center, including cero non-conformances during this process.