DIRECTOR DE OPERACIONES

4 ON THE GO SA DE CV

July 2014 to Actually working here

Define the structure and procedures within the company, and the business model.Development of philosophy, mission, vision. Preparation of sales forecast.Quotations and route design.Control budget. Administrative and operational control.
·         Mapping and analyzing customer value..
·         Sustained growth of 15% annual turnover.
·         Maintain profitability over 25% of EBITA.
. 120 % sales increase
. Certify company at C-TPAT.
        

BUL Business Unit Leader

Chrysler de Mexico SA de CV

January 2013 to July 2014

-Production structuring of the second shift, the recruitment of TM, TL, BUL, follow-up and implementation of the WCM system. Planning and control of the objectives defined in the score card of plant, in operational issue.
Participate in the integration of world class teams. In the operation responsible for the safety, quality, production and cost of general assembly area. Participate in the startup of plant.

General Manager

4 ON THE GO SA DE CV

March 2008 to November 2012

Start company and create the organizational structure and business model. Perform all legal procedures for starting, open market and capture customers, contratatacion and management of human resources, perform the annual presupesto, vehicular control, cost control, profit per trip, grow the company in a period of crisis in the country.Increase sales year after year, improve the financial position of the company.

Director de Operaciones

Magna Power Train

March 2006 to March 2008

Ensure Compliance with production and customer delivery, quantity, quality and time.Coordinate service departments such as Materials, Quality, Engineering, Human Resources, projects and maintenance. Business Plan and Balance Score Card to focus the organization on key business objectives Balancing the operating lines. Eliminate waste application of concepts of kanban, kaizen, workshops synchrony, SMEDTurn to the financial performance of a loss of USD 4 M to gain U.S. $ 2 M in a year.

Gerente de produccion y proyectos

General Motors de Mexico S. de R.L. de C.V.

December 1980 to February 2006

PRODUCTION LAUNCH MANAGER (General assembly, Body shop, Paint) Responsibilities.
·         Ensure Compliance with production and customer delivery, quantity, cost, quality and time.
·         Coordinate service departments such as Materials, Seglo, Autolog, Quality, Engineering, Manufacturing, Purchasing, Human Resources, Projects and Maintenance.
·         Implementing BPM Deployment Plan and Business Balance Score Card to focus the organization on key business objectives.
Launches  Model Year Change;1986,1987,1988, 2001,2002,2003,2004,2005,2006. New model Launched. New platform GMT 900,Pick up 50 JPH in six months, GMT 805 Avalanche, GMT 806 Cadillac, GMT 830 Suburban Platinum and Escalade, Suburban Refresh to local market GMT 800 Platform, Jimmy Blazer, Suburban. New Body shop Layout to GMT 800 platform. Increase volume at general assembly lines by 26 to 44 JPH. Define the body shop process for first suburban in Mexico. Increase volume at general assembly lines by 44 to 58 JPH. (Jobs per hour). ·         Implement (TIP) Throughput Improvement Process.
·         Inventory control of raw material, WIP, finished product. (MFG system GM).
·         Solve and eliminate problems by line. (Fast response, andon, problem solving, quality valves).
·         Balancing the operating lines.(scrolling)
·         Eliminate waste application of concepts of kanban, kaizen, workshops synchrony, SMED.
·         Helped key suppliers with problems.
·         Remodeled all the work stations. (Facilities, part presentation, layout, tools, fixtures, etc.…)
·         Designed new material flow.
·         Reduced all the waste in the processes in all the lines.
·         Develop security system GM Silao plant.
·         Defined a new product strategy and discussed how it would be implemented.
Major Achievements.
Start of production of the PEMSA plant in two months at full capacity 50 JPH. Define layout for training and simulation operations to the launch new models. Change the paint shop to building 2 and define layout and conveyors, process, pallets, line structure, body transfer, without loss of production. Define the body shop process for first suburban in Mexico. Install automatic transfer at the end of the trim line. Change the frame line layout to increase jph by 16 to 22. (GTO team)  I was part of the team analisys all the process to define the new philosophy and new production system at Mexico City Plant. I had the responsibility to develop and deploy the security system that has the Silao Plant.(SISSHE) I did the restructuring of all verification stations and the routine inspections at the Mexico City Plant. I had to participate in the definition of the system of rewards for team’s works. Implementation of 58 workshops manufacturing synchronized reducing 60 operators and 40 stations at the Mexico City Plant. After five years reduced the manpower from 1220 to 980 hourlys and 54 to 35 salaries, and increased the production from 26 to 48 JPH. (General Assembly area) at Silao Plant. I had the responsibility to develop the strategy to implement the TIP (Througput Improvement Process) thoughout the Silao Plant. The result was a saving of approximately 150 operations. To make all projects put into operation smoothly start up we use the following tools and concepts.
GMS Global Manufacturing System.GLP Global Launch Process. TIP Througput Improvement Process. Master Dot , Yellow Dot, Wall Process, DFA Desing for assembly, DFMA Design for Manufacturing & Assembly,(AMEF) Analysis of mays and effects of potencial flaws ,          (APQP)Planning Advanced Product Quality, (QSB) Quality System Basics, Lean
        Manufacturing, six sigma, Value Stream Mapping, (PPAP) Production Part Approval
        Process. (TPM)Total Productive Maintenance .ISO 900 and ISO TS 16049, ISO 14000.
Budget definition and control JIT Just in Time, Kanban internal and external, Part presentation, floor systems, quality systems, process racks definition (minomis, part picks, material sequenced. Key skills I developed in differents positions and my work.
Management and control of budgets for projects. Provide correct leadership to have good relations with all the employees.Through effective communications, coaching, training, and development for 1300 hourly and 120 salary employees. Maintain balance of employee workload and schedules to meet production demands and controlling labor, overtime cost. Identify and alerts management of inefficiencies, recommend and implement solutions for improving overall operations. Develop and implement programs to reduce scrap and improve productivity. Control and direction the manufacturing operations through effective scheduling, budgeting, and human resource management programs. Identify areas for quality improvement and initiate problem solving activities to improve quality performance. Participate in the selection of the new employees. Correct handling of the employment relationship with the union during the revisions or conflict situations. Align the objetives of the various departaments through the business plan. Using the balance score card to measure as the targets are met or where they must make corrective actions.

Lic. Ingeniria Industrial

September 1978 to June 1984

Career Goals

Working in a company that values ​​results, and promotes the development of people.

Industries of interest

Automotive

Areas of interest

Production and Maintenance

Availability to travel and work outside the city

Yes

Interests and hobbies

reading
cycling
Soccer