Victor Hugo Ballesteros Alvarez Email & Phone Number

Irvine, Ca, Us

Québec, Québec, Ca

-Develop strategy and execution of projects to increase from $65M sales to over $130M in 2021.-Process automation and Bussiness Intelligence strategy development in order to increase quality and reduce cost. Power BI dashboards implementation for fast decision making.-Drive the hiring and development of the engineering and opex team and then manage, mentor, and provide career growth guidance for a team of 40+ engineers & techs in areas such as SMT, Harnessing, Injection Molding, Manual Assy, etc.-Developed labor standards by analyzing and implementing improved layouts, flows, and procedures for process and labor productivity.-Bridge CAN and MX across multiple departments to facilitate clear and consistent communication and growth through continuous improvement.-Plant Start-up Coordinator - Plan development and execution in 3 months: Line transfers (10 lines), training, systems set-up and conveyance design).-Implementation of 15 Supermarkets in Tijuana sites to improve inventory accuracy from 76% to 96% and the reduction of 80% of the transactions and negatives in production locations. Including material delivery routes & kitting systems according to the material flow strategy.-CAPEX process development and improve and maintain the engineering Budget.-Lead engineers to improve capacity on the main production areas such as heaters from 500 to 1000 pcs/shift , TSC from 450 to 900 pcs/shift , doubled capacity in final assy lines. SMT capacity improvement 35% increase , Harnessing increase of 115%.-Work with Directors and VP's to set the Vision and strategic planning to adress the company goals.

Québec, Québec, Ca

-Work with Senior management to set the vision and strategy for the Lean implementation.-Introduced Kaizen methodologies and system to improve productivity.-Create and define the lean roadmap and strategy according to company vision.-Industrial engineering standards and best practices development (creation of 25+ formats for standard process documentation).-Creation of continuous improvement playbooks (Improvement, PFEP, Material Delivery Route, SMED & Supermarket).-Warehouse and production address system along with PFEP.-Warehouse Visual Management and inventory optimization saving up to 30% of warehouse space.-Lean systems implementation such as DMS, Standard Work, Kaizen, SMED, Kanban, etc.-Training, coaching and motivating engineers, supervisors and support staff in the continuous imprvement philosophy.

Carmel, In, Us

-Support of the value stream manager implementing the lean transformation strategy for Ensenada plant.-Reduced Customer Facing Cycle Time from 8.5 to 1.9 days by implementing a finish good inventory in the shipping area.-Lead the team to create the finished good process from scheduling to shipping for the commercial subassemblies applying order management analysis, abc/xyz analysis.-Understand, cultivate, and improve the plant CI culture. Using a process focus, facilitating the leadership team to establish/improve leader standard work, visual controls, and standard accountability processes. Improving team problem solving. Involving everyone.-Lead RIE, A3 and JDI for the plant transformation plan and other strategic projects.-Responsible of facilitating training in lean methodology, problem solving & TPS.-Creation of PFEP for manufacturing cells.-Creation of database, report, and dashboard for engineering changes department to reduce 50% of Analysis time, ECN execution, and gap identification. Also dashboards for production, andon system and HR to improve analysis time and pareto creation help the problem-solving system to be efficient.-Coach Supervisors and Team Leader in production best practices and basic stability, to increase production efficiency from 60% to 70%.-Reduce impacts in production 7.2% due to lack of alignment of PIP’s between the 3 Baja plants.

Los Angeles, Ca, Us

Responsibilities• Lead a DMAIC project to reduce contamination defect.• Statistical tools to solve problems in paint and buff and polish area.• FMEA and Control Plan in the paint shop to put in area in control and increase yield and throughput.• Implementation of Leader Standard Work for team leaders and group leaders in paint area.• Responsible of Coordinate FMPS (Fender Manufacturing Production System) initiatives drive it by HANDS ON direction• Identify improvements in different areas in the company to drive kaizen events to improve processes.• Coordinate Kaizen events in Mexico and lead kaizen in US plant.• Coordinate and deploy workplace organization across the plant. • Guide the teams in developing and executing lean plans to reduce inventory, manufacturing lead time, and eliminate waste to improve process quality.

Los Angeles, Ca, Us

Responsible of quality documentation, scrap and rework analysis, lead problem solving and 8 wastes training and follow up in the plant, reduced one of the top 5 defects in the plant by 50%, development of quality culture in the critical areas by involving personnel in quality tools, standards, visual criteria, quality charts, give support to the Quality Metric System in manufacturing areas, lead and coach quality auditors , implemented quality audits on critical operations to reduce variation and lead the incoming inspection area by setting material criteria and RTVAchievements Yield increased from 86% to 91%

Los Angeles, Ca, Us

Responsible of coordinate, deploy and train all the employees in Daily Management System, develop the plant balanced scorecard, design and develop plant wide manufacturing metrics of 56 manufacturing cells SQDC boards, Hr by Hr and problem solving board, train 800 Daily Management users.

Responsible of developing problem solving system in manufacturing areas , integrating supplier’s projects in cost reduction and process improvements, introducing Job Instruction method based on TWI system, A3 Problems solving with 50k savings a year, new product introduction on time and manner, accomplishing system requirements (BOM’s, cost analysis, parts requirements, logistics, new parts, documentation, specifications, product follow up in all the plant ,coordinate new supplier introduction and new raw material into production lines. Lead Kaizen events and daily management introduction and training.

Project leader in improving sanding area, achieving 70% WIP reduction, 20% cycle time reduction, creating flow and 80% lead time reduction. Provide Training & Development of lean principles (Value Add vs. Waste, VSM, Continuous flow, Pull System, Kaizen), Lay out analysis and time study analysis to improve continuous flow.