Alfredo Hernandez

Experienced manufacturing operations leader with capabilities to turnaround operations results and build continuous improvement culture in the organization. Always working with values and integrity setting the example and promoting an open and transparent culture in a learning organization.

 Focuses on delivering sustainable results defining clear objectives and KPI’s:

 • Safety – Creating a culture where “We take care of each other” and Empowering all team members to participate in safety audits and SIO’s (safety improvement Opportunities)

• Quality – Build Quality in each Process, promote quality at the first time and exceed customer expectations. Root cause analysis and problem-solving.

• Delivery – Deliver Quality products on Time, be flexible to respond quickly to customer urgencies and needs

• Cost – Pursue Operational excellence by driving efficiency improvements to reduce cost

• Continuous Improvement – Promote & Lead continues Improvement Thinking in all the organization

Experience in processes: Metal stamping, cold forming, CNC and conventional machining, Isostatic Pressing, Refractories batching, mixing, pressing and firing, Welding processes, Mechanical Plating, Manual and automatic assembly of electrical and electronics components, molds and dies machining equipment, die casting, refractories casting and assembly, powder coating.

Experience in Projects: Operations start up projects (greenfield/Brownfield), Experience developing Continuous Improvement teams also developing Team Leader based Organization (based in Toyota- TWI Model). Experience implementing company VALUES and people development processes.

Professional Experience:

INDALUM - December 2021 – February 2023 

Plant Manager 

Responsible for the Operation of an Aluminum Profiles Manufacturing operation of 1,050 direct labor crew, Responsible of the Aluminum Casting, extrusion, finishing and packaging operations, Directing the departments: Production, maintenance, die machining shop, HSE, materials and production control staff , reporting to the General Director.

Achievements: Implemented daily management GEMBA walks, Team Leader Organizational Structure, Daily accountability meetings and Hour x Hour Boards, Safety system implemented. Results in productivity were improved by 18% in the first three months, Lost Time accidents were reduced by 80%

REGAL Beloit Industrial Motors- January 2021 – December 2021

Operations Segment Leader

Responsible for the Operation of Electrical Motors manufacturing operation of 1,200 direct labor crew, Responsible of the rotors, stators and final assembly operation, managing production, materials and production control staff , reporting to the Operations Director.

Achievements: 10% Productivity improvement in high volume 180 motors line, Improved On time delivery of main large motor customer VERONA industrial motors, improved from 40% to 95% weekly on Time delivered (customer info can be provided for references)

Vesuvius USA- Sept 2010 – Dec 2020

Plant Manager, Apr 2016 to Dec 2020

Flow Control Division Plants Manager, April 2017 to Dec 2020.

Responsible for the Operation of 3 plants + a new Plant transfer and Start up, leading the Quality, Materials, Purchasing, Production and Maintenance departments of the 3 plants, reporting to the Operations Director NAFTA in US.

Plant Data: 500 employees, $160M sales/yr , 600 SKU’s,

Achievements: Sustain On Time Delivery >93%, Reach 3 years without LT accidents, recognized as best SAFETY performance Plant in 2019, 1.5 Million USD on Savings in 2019 with CI Projects.

Plant Operations Manager, Sept 2010 to Apr 2016

Slide Gate Plant Operations Manager.

Responsible for the Operation of the Slide Gate, leading Materials, Purchasing, Production and Safety departments of the plant, reporting to the Plant Manager

Plant Data: 180 employees, $60M sales/yr , 300 SKU’s

AWARDS: Safety AWARD in years 2017 to 2019 (Best safety results in the division), LIVING THE VALUES AWARD in year 2017 

Thomas & Betts, Electrical Division – July 1999 – Sept 2010

T&B Blackburn plant Operations Manager, Jan 2006 to Sept 2010.

Operation Manager for the Blackburn Plant, responsible for the entire operations of the plant, leading the Finance, HR, Engineering, Quality, Materials, Purchasing, Production and Maintenance departments, reporting to the Operations Director.

Plant Data: 300 employees, $80M sales/yr, 4k SKU’s, 6K components.

Achievements: Improve Service in-stock performance from 91 to 99%, 10% increase in productivity, 20% customer complains reduction.

Engineering & Quality Manager + TBMS Manager, Sep 2004 to Jan 2006.

Same responsibilities as described below (Eng / QA Mgr) Plus the responsibility of the TBMS (Thomas & Betts Manufacturing System) which is the Continuous Improvement strategy of T&B, responsible for the development and Implementation of the system. TBMS is a system that integrates Lean Manufacturing and Six Sigma philosophies as the continuous improvement strategy of the company with the goal of purse perfection, looking to eliminate non-value added operations. Part of the responsibility was to be the leader of the TBMS directing 16 lean teams (200 people), responsible for the training, projects, and new initiatives. In the year 2005 the TBMS was exported as “global strategy for T&B, I was part of the development team representing Mèxico, TBMS is now being implementing in Europe, Canada, USA and the Caribbean.

Engineering & Quality Manager, April 2003 to Sep 2004.

Managing Quality and Engineering activities of three plants of T&B, Electrical Division. Implementing a Engineering and Quality System as part of an strategy to improve the quality of the products, improving the processes to assure the capability of meet the specs and VOC, integrated tools as work instructions, inspection instructions, control plan, capability studies, R&R Studies, PPAP, SPC, etc.

Also managing Industrial & Manufacturing engineering activities looking for the improvements in process, material flow and productivity by doing lay out changes, also responsible for the justification and implementation of the capital investments, getting new equipment and in most of the cases building with the manufacturing team semi-automatic and automatic equipment.

Achievements: Reduced customer complains by 50%, Reduced Scrap by 20%, Get the certification of ISO9000 and NUPIC as qualified supplier for the Nuclear Industry, As Black Belt, improved the service levels in two product lines. Performed several Kaizen projects improving cycle times, efficiency, set up times, inventory and space.

Engineering Manager, Nov 2001 to April 2003.

Managing Engineering activities of three plants of T&B, Electrical Division. Responsible for the Product, Manufacturing, process and Industrial Engineering activities. Also coordinated a plants consolidation project that covered a relocation of two plants from USA to Mexico and a plant from Mexico to Puerto Rico, the project included the planning an execution of the site preparation, equipment move, information transfer, training of personnel and started up of the plants. After the start up of the product lines was started all the engineering activities to support the production requirements and avoiding quality problems.

                Engineering Chief, Jan 2001 to Nov 2001 

Managing Engineering activities of three plants of T&B, Electrical Division. Responsible for the Product, Manufacturing, process and Industrial Engineering activities for one plant.

                Projects Engineer, Jul 1999 to Jan 2001

Projects management: Production lines transfer from USA to Mexico. Managing the plant projects as lay out changes, process expansion, equipment acquisitions and building conditioning.

AWARDS: T&B Presidential AWARD for the BEST performance Plant in division year 2003.

Other Job Experiences.

Suspensiones Triangle – Dec 1997 – July 1999

García Nuevo León, México

Working in an automotive plant, manufacturer of springs for light truck / heavy trucks, tier 1 level supplier for GM, Ford, International and others.

Position1- Quality Engineer, Lead PPAP submission, managing quality control plans, inspections instructions, inspection records, Gage R/R.

Position2- Production Supervisor, Managing shift operations, leading a group of 100 operators.

York International (Jhonson Controls) – Feb 1996 – Dec 1997

Durango, México

Working in HVAC plant, manufacturer of Large HVAC units for large buildings, Welding processes certified by ASME and TUV.

Position Quality Engineer Jr- Coordinate and perform Welding inspections, Electrical and Functional Tests of the equipment to certify Quality Assurance.

Cerrey, S.A. de C.V – Jun 1994 – Feb 1996

Monterrey, México

Working in Boilers Manufacturing plant, Cerrey is leader manufacturer of Large Boilers units for energy generation, Welding processes certified by ASME.

Position Process Engineer Jr- Prepare Welding Procedure specifications (WPS) and coordinate the Procedure Qualification Records (PQR), coordinate Welders certifications and Lab Tests, all according to 

Studies: 

-Development of Management and Leadership Program

ICAMI Centro de Formación y Perfeccionamiento Directivo

June 2015

-Leadership Development Program By DDI- Development Dimensions International

Memphis, TNUSA.

Management and Leadership Development skills program, May 2005 to Jan 2006.

-Universidad Regiomontana

Monterrey, Mexico

Master in Business Administration -Finance, August 2003 to May 2005.

-The George Group LSS Black Belt Training

Memphis, TNUSA

                Black Belt Certification in Lean - Six Sigma, November 2002 to May 2003.

-Facultad de Ingeniería Mecánica y Eléctrica, UANL 

Monterrey, Mexico

Mechanical Metallurgic Engineer, August 1989 to June 1994.