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South West Metal Finishing, May 2007 to Nov 2008
SW is one of the must important supplier of high cosmetic finished parts of the industry, our must important customer is Harley Davidson. Substrates zinc and aluminum. Head quarters in New Berlin, WI.
Plant Manager. Start up from green field operations of the plant. Staff consolidation including Production, Maintenance, Accounting, Logistics, Quality Assurance and Human Resources, member of the Senior Leadership Team. Personnel in charge 287, including Hourly, Salary and ex-pat.
* Operations start up on time, on budget
* Hired and Recruited first line management team
* 100% Accomplishment from 1st to current shipment in delivery.
* Quality level superior to 95%, even better than the US plant
* Orientation training developed
* 6 Manufacturing Cells installed. Team assembled in second shift
* Recognized by corporate as break trough startup for accomplishment and quality.
* Above than expectation results on Customer Evaluation, Our plant was recognized as Benchmark for other Harley Davidson suppliers.
* Implemented Measurement systems & indicators, for Quality, Productivity, Cost of Consumables, HR.
* Designed Variable Incentive for Cell Operators
* First contract negotiation with the Union
* 2 to 3 NPI per week
* Shipped more than 900,000 pieces
* Project granted for a National customer. Large faucet manufacturer
FRISA Forjados, June to Dec 2006
Largest ring forging facility in Latin America, exporting more than 90% for the oil industry, construction, power generation, etc. 180mMD in sales.
Machining Manager. Machining plant operation with turning capacity from 25" to 100" outside diameter, 28 CNC lathes, in charge of staff, 80 operators.
* Expansion, 2 new vertical lathes, installation of 5 machines in total.
* Implementing 5s, 3rd place in company contest (first time in the history of the plant).
* Record sales in August 2006
* Team member in the design and development of integrated Information System for Machining.
Prolec General Electric, February to May 06
Joint venture between General Electric and Grupo Xignus, producing, designing and selling power transformers from residential through industrial and substations applications, more than 300MD on sales.
Operations Leader.
Administrate and operate the Pad type transformers factory, with process of sheet metal, punching, welding, painting and assembly. 100 persons in charge.
* Record production 190 units (highest ever)
* Implementing TPS, reducing inventory and releasing shop floor area
* Coordinated Improvements on design for cost efficiency of the product
* 3 Kaizen projects implemented
* Productivity and Quality indicators developed and implemented
* Review of EHS procedures and practices, 0 recordable accidents
Rough Brothers Inc. March to Dec 05
US Corporation with more than 70 years in the market of greenhouses structures and garden centers design, manufacturing, sales and installation, starting operations in Monterrey, México.
Plant Manager. Mission was to start up the manufacturing operations from green field in México, developing and executing the strategic and business plan to do so. Overall responsibility of the Mexican Subsidiary, P&L, equipment, organization, manufacturing, suppliers development and national market perspective.
* Legal constitution of the Mexican subsidiary achieved.
* Team (Staff and hourly) recruited, selected and consolidation (19 shop floor and 7 office).
* Building and lay out for manufacturing defined (55,000sf and 1mdd in machinery).
* Machinery, equipment, dies and fixtures imported, installed, tested and started.
* Suppliers' development and negotiation, galvanized steel, aluminum, sheet metal, glass, and polycarbonate.
* 1st shipment with no complaints, ahead of expected
* 38 shipments up to date, 1.8mdd+ in sales. 60% savings on shipments cost.
* 0 recordable accidents.
GE Toshiba Turbine Components, GE Energy.Oct 98 to March 05
GTTC, Joint Venture between GE Energy and Toshiba, dedicated to state of the art machining of steam turbine components, with more than 360 hourly employees.
Development Leader. May 2002 to March 2005. Responsible for Knowledge management, plant strategies, Implementation of Self Directed Work Teams. Health and Safety, Crisis Mgmt. training developed.
* Developed and Implemented Growth Criteria for Machining & Maintenance.
* Digitized training records.
* Closed four six-sigma projects and certified 25 internal instructors.
* 5´s Implemented in 7 workstations, all employees trained in Lean manufacturing.
Operations Leader: Jan to Apr 2002. Large Line, responsible for Operation and production control, scheduling and customer orders follow up, 60 cutting machines (90%CNC; EDM, Multi-milling, grinders, VMC & HMC), 70 hourly employees (Tech. education) and 4 salary (engineering education).
* Implemented DFT & lean manufacturing in Large Line.
* Reduced cycle time for large products from 25 to 9 days.
* First orders shipped with zero DPMO in scrap internal & external.
Project Manager. Jan to Dec 2001. Installed, started and process implemented of machining line, responsible for construction, layout, machining selection, import logistics, personnel hiring & Training. Responsible of planning, control, equipment purchasing, import logistics, construction and installation.
* 12 six sigma projects closed, 36 technicians qualified, hired and trained.
* 33 metal cutting machines (90% CNC, 17MDD investment) plus other process installed ahead of time, began operations one month ahead of BOD schedule.
* Met budget on target, saved more than 800K usd allowed to purchase 4 extra machining centers.
* Introduced 5´s principles, lean and flexible work arrangements to the machining line.
Process & Quality Engineer Oct 1998 to Jan 2001. Responsible of the plant start up, layout development for machining area. Hourly personnel selection and training; quality system implementation.
* Coordinated generation of Quality assurance documents for ISO9000.
* 6 quality auditors certified & Developed Inspector categories criteria.
* 5 CMM installed and training coordinated for 12 inspectors.
* Achieved 6 Six sigma projects & Quality indicators implemented.
Caterpillar Inc. Mty NL. May 97 to Oct 98
Fabrications of heavy components for tractors, out of the road trucks and frames using massive steel plate cutting, welding, machining, heat treatment and painting. 2000 employees, 300MD in sales.
Design Engineer. Jun to Oct 1998. Project leader, responsible for blue prints digitization and engineering changes, PPAP.
* Coordinated 6 projects of New Product Introduction to fabrications in Caterpillar Mexico
* Improved company strategy for continuous improvement
* Introduced Pro-engineer software as the main tool for design control and communications.
Quality Engineer. May 1997 to Jun 1998. Coordinated activities to achieve internal certification, implemented indicators and performed internal audits to the Quality System (MQ2005). Named main contact with Caterpillar Corporate, responsible of Gage laboratory and CMM calibration, internal audits, department financial budget, Personnel in charge 18.
* Achieved more than 75% of sales out of certified lines, Coordinated of 14 groups of PFMEA.
* Represented Caterpillar Mexico in two yearly meetings with the corporate quality committee.
* Developed procedures for 12 machines run-off (CNC Millings, Turning, Flame, Plasma, Laser cutting, press, etc).
EDUCATION
MBA: Graduate Business School of Tech. Institute in Monterrey, Jun 00 to Dec 04
2nd Place "International Business Challenge 2004". Texas U. at Austin, McCombs Business School.
BSC. Mechanical Administrator Engineer, State University, Mechanical Faculty, 91 to 96.
CONFERENCE SPEAKER: ALIDH (Asociación de Líderes en Desarrollo Humano), Universidad del Norte, ITESM
COURSES AND SEMINARS
* Lean Manufacturing, ITESM, Monterrey NL, July 2005
* Coaching Seminar. Sky Consultores, Monterrey NL, May 2004
* Knowledge Management Workshop. Tech. Institute in Monterrey, NL, February 2004.
* ISO9000-2000 GEPS Red Team, Certified Internal Auditor. GE Corporate. May 2002
* ISO14000 Training for Implementation. GE Corporate. Oct 2001
* Operations Management Leadership Program I&II. GE Corporate. August 2001
* EHS for Plant Managers. GE Corporate. March 2001
* Process for Airfoils Manufacturing & QC. Toshiba Keihin. Yokohama Japan, Jan-Feb 1999.
* Effective Leadership. Caterpillar México, Monterrey NL, México, Jun-Oct 1998.
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