Summary ENNOVI MEXICO (Before Interplex). Zapopan, Jal. MEX Country General Manager- MEXICO. 07/2021 – 09/2024 Main Responsibilities: - P&L and complete Operational Performance of the company in Mexico.
- Support new business acquisition and project launch into the operations in Mexico, including 1.5 green field plants in three years.
- Projects transfer from regional footprint consolidation and near shoring objectives.
- Implement New Manufacturing Technologies according business increase: Lamination, Clean Room, Spin Welding, Laser Welding, Powder Coating, Mig Welding, Friction Welding, Press Fit and others.
- Improvement in operational performance through Lean Manufacturing Initiatives.
- Launch local activities for new Branding and transformation from Interplex to ENNOVI.
- Key Achievements:
- Boosted for growth of the operations in Mexico, initially one single plant producing connectors, stamping and over molding, growing to 2 facilities launched as Tier-1 for EV connectivity.
- Improve the Quality Performance in the current operations to close quality escalations with BOSCH, BROSE, Continental and Vitesco, completed and return the customer trust.
- Upgrade the operations to reach a TIER-1 Operational level, launched the first NEV project with RIVIAN with zero defects in October 2021 and launch projects for Lucid, TESLA and Lion Electric, and achieve quotation acceptance for VW, FORD and General Motors.
- Implemented a Continuous Improvement program and automation, together with lean manufacturing to be able to remove the third shift and a reduction of 150 employees in one year, improving profitability of the plant.
- Lead industrialization, commercial and engineering activities for new business and products
- Awarded for new business for traditional customers as Lucid, BorgWarner, Vitesco, TESLA and Lion Electric, and different business under quotation to reach $400 million revenue in 2027, already achieved 180 million for 2026.
- Launch the second plant in Mexico for the Datacom Business Unit with sales expected over 35 million for 2024, include metal stamping, powder coating and assembly of IT Server Enclosures, CAPEX variation under 3% from original budget, finally customer decided to cancel the movement two months before SOP.
- Re-define the second plant and create a completely different operation for Automotive Business Unit, including lamination, stamping, welding and other processes, project under control and plant SOP in May 2024 with a planned staged growth to sell 80 million in 2027, all project under control in capex and HR investment with staged hiring and expense controls.
- Team stabilization through a major cultural change, driving the award for ESR (Social Responsible Enterprise) twice in 2023 and 2024 through employee engagement projects and community responsible programs.
ANTOLIN (China) INVESTMENT Co., Ltd. Shanghai, PRC Industrial Director- Overhead Systems and Soft Trim. 01/2016 – 07/2021 Main Responsibilities: - P&L and Operations responsible for 9 companies, consistent in 5 JV and 4 WOFE plus 12 remote JIT Center to manage sequencing JIT to the OEM Assembly Plants.
- Implement Operational Excellence that allow consistency in the production for all customers that included GM, BMW, FORD, Jaguar LandRover, Changan, BYD, XiaoPeng, Nissan,
- Integrated Budget preparation and 4 years Business Plan for all companies achieving the financial profitability through industrial management, considering every company characteristic- all plants had meet Headquarters EBIT Requirements since 2016.
- Define Operational footprint according profitability and business needs, opening and closing manufacturing sites.
- Key Achievements:
- Launched and Upscaling of a new company in Shenyang, become the best operations and quality performance; best profitable company in the territory; delivering to BMW (2 plants) and Changan Ford in Harbin.
- Defined a new operational foot print that allow the consolidation of two facilities in 2016, consolidating operations from Nanjing Plant in January 2017 into other facilities (Shanghai & Wuhan).
- Established a new JV in Chongqing (Green Field development) focus in local OEMs and transfer project K426 for Volvo Chengdu, launch new business for Sun Visor and Headliner for Changan and BYD.
- Implemented Quality Management System and Lean Manufacturing and through all companies in China - All plants reach level 3.
- Transformed the Company Performance Management from Profit results to Industrial KPI through corporate industrial tools as INDUSTRIAL SCORECARD and IM3 (Control reporting and innovation) driving the company cultural change.
- Global NQC reduced from 2.6 to 1.5 % in two years and material stock reduction including monthly reduction targets in 2020, reduction from 5 days to 3.5 days inventory, through MRP enforcement and consignment purchasing.
- Directed the team during the Crisis management in two industrial fire accidents where fast actions assure to continue the deliveries to the customer without breakdowns, responsible also for the management of the insurance full recovered of losses, local fire departments and customers.
- Mentored the team to continue their development inside the company and achieve a proper succession plan before leave China, all the plants and support functions covered by local team.
- Achieved award Q1-Ford, JLAR-Q1, Best supplier for Dongfeng Renault, Best supplier for Changan.
Jiangsu Bojun Industrial Technologies Co., Ltd. Kunshan, Jiangsu, PRC General Manager. 01/2015 – 12/2015 Main Responsibilities: - General Manager for Stamping and Die Manufacturing Companies *700 Employees / $100M Revenue.
- Drive the Transformation from Family Company into a Corporate Governance looking for an IPO.
- Launch KPI metrics for the two companies depending in the particular products and management requirements.
- Key Achievements:
- Implemented a new Industrial Engineering Function, driving the industrialization of the company standards, 5S, cycle time, SMED, Continuous Improvement and other basic disciplines.
- Implement an organization for Project Management including the cross functional activities to improve the new projects industrialization through the development of a new APQP customized system.
- Developed 4 committees for the development of the company including Safety & 5 S Committee, Scrap Reduction Committee, Quality Improvement Committee and New ERP Implementation Committee.
DYTECH-Dynamic Fluid Technologies Co., Ltd. (After Sumitomo-Riko). Suzhou, Jiangsu, PRC Plant Manager / APAC Regional Manager. 01/2010 – 1/2015 Main Responsibilities: - Responsible for the P&L and operational performance, including customer relation for Fluid Lines for Power Steering and Fuel Filler as Global Source for the Global Platforms for General Motors (Holden-Australia, Korea, China, Russia, Thailand, India, Brazil, Europe and US), Shanghai-GM, SAIC Motors, GAC-Fiat and Tofas (Fiat Turkey).
- Coordinated a DUE DILIGENCE before the group acquisition by Sumitomo-Riko Japan, then continue working 2 years after the merge as key contact for synergy between the two companies in China.
- Develop the strategy to new business acquisition and product development to increase Air Conditioning Hose, carbon Canister and Fuel Filler Neck Cooperation between the Japanese and Italian Entities.
- Administrated all operations in different processes that include metal en-forming, brazing, welding, bending; hose cutting, pre-forming and assembly processes.
- Key Achievements:
- Successfully deliver as single source (Globally) for Epsilon and Delta programs with ZERO PPMS for five years, accidents in the company came from 5 to 0 and all KPI in excellent conditions and reflected in the P&L.
- Achieved new business for Fiat-GAC, Fiat Turkey and SAIC Motors for Fuel Filler Neck Product and GM India for Power Steering product. Including the introduction of a new product Carbon Canister Production in China for GAC-Fiat.
- Succeed in the development of a Management System that include QMS, Visual Factory, Lean Manufacturing and KPI deployment through all the operation.
- Developed equipment, components and service suppliers in China and localize manufacturing equipment, tooling, components and metal treatment. Supplier localization, selection, development and performance.
- Implemented a salary-reward system, which provide flexibility to adjust direct work force depending on customer requirements variation. And inserted of cost centers and relation with ratio of production to drive the team for a financial execution.
- Leaded company defense in a Commercial Trail in Madrid, Spain, based in new business achieved after one DYTECH Division sold to a third party and claimed that the business broke the agreement of non-competition in the acquisition contracts.
VAST China Co., Ltd. Fuzhou, Fujian, PRC Plant Manager. 02/2008 – 01/2010 Main Responsibilities: - Manage a facility with 380 persons in a process that include die cast, mechanical and electrical assembly, plastic molding and machining processes. Responsible for the goals achievement in operations.
- Supply to 6 OEM’s located in China (SGM, SEM, FAW-Haima, JMC, Great Wall Motors, Changan Ford) and 12 different tier-1 Suppliers located in China, America, Taiwan and Japan.
- Responsible for the organizational stabilization after the company acquisition from Ellitech-Taiwan
- Key Achievements:
- Flawless Launched Epsilon-2 Column Housing Global Program as global single source for General Motors, customers located in China and Japan, then supplied to Asia, America and Europe markets.
- Implement Lean Manufacturing, 5 S Program, Visual Factory and Improve the Quality System in order to achieve 97% as Quality Score in ALPS Japan Audit, AA level in Soueast Motors (SEM) and AAA level as supplier rating for HAIMA Auto Group.
- Support the Management Transition and complete Ownership Acquisition and transformation from to a WOFE, leading financial payment activities through a crisis period, then leaded the standardization of practices in Quality and Project Management through two facilities (Shanghai – Fuzhou).
- Define organizational structure changes to improve the productivity in the indirect heads and reduce the indirect personnel in a 22%
VAST China Co., Ltd Shanghai, PRC Acting- VP Operations 02/2007 – 12/2007 Main Responsibilities: - Implement Western KPI and Operational Metrics into the operation, based in the system that was allocated in Mexico.
- Managed over 300 people in Quality, Assembly, Injection Molding, IE, ME, Maintenance, Materials, and production purchasing groups. Responsible for all developing and improving all operational functions and procedures.
- Hire a local replacement for the position, monitor sustainability in the implemented management system disciplines.
- Key Achievements:
- Developed cost centers for all operations and implemented monthly financial reviews for all operations. Improve Project CAPEX process and monitoring.
- Achieved Ford Q1 award in 2007 as requirement for new business.
- Developed and implemented supplier SQE scorecards, process layer audits, Safety Committee, and QOS/DOS reporting protocols as well as improved PFMEA, Layered Audits, Corrective Actions system, and Ergonomics Projects.
Strattec de Mexico Juarez, Chih. MEX Project Leader/ Daimler Chrysler 2005 – 2007 Main Responsibilities: - Lead a team (20 people) included Machinery Design, Project Engineering, AQE, Product Engineering located in the Juarez facility; and the interaction with the Application Engineers located in Detroit, MI.
- Management for the complete project development as budget management, equipment manufacturing, APQP, PPAP, R@R, etc. From project quoting, machinery development, material procurement, process and product test approval, to SOP.
- Key Achievements:
- Develop and implement all requirements for electronic integrated key assembly process, including the PCB installation with ESD controlled environments. EOL tester and requirements include radio frequency inspection for RKE and transponder verification.
- Managed 18 programs and all communications with Chrysler Supplier Quality, Program and Product Engineering. Launch product projects supplied from Mexico to all the manufacturing facilities of Chrysler, including Europe, South and North America and Asia.
- Developed and implemented 4 different new vehicle platforms in short time (5 months), record time for this activity due to the bankruptcy of a competitor.
- Leaded development of outsource and component suppliers for Magnesium die casting, machining, plastic and stamping components. Also coordinate the development with electronic suppliers in Mexico and Canada for the integrated key (Solectron and Siemens –VDO).
Manufacturing & Quality Assurance Engineer 1997 – 2005 Main Responsibilities: - Worked in charge for assure the quality product/process and deliver to more than 20 OEM assembly plants and developed new team to support 15 different Tier-2 customers including IE/ME and Production.
- PFMEA Champion for Daimler-Chrysler with the corporate implementation responsibility.
- Develop and lead DOE’s, 8D’s, Gauge R&R and SPC monitoring plans.
- Spent six months in 1999 as Resident Engineer at Strattec Security Corporation facility in Milwaukee, WI. Working in product development and line implementations to Mexico.
- Key Achievements:
- Reduced PPAP Submission Level from 5 to 1; achieved Ford Q1 Quality Certification. Also achieved the Chrysler Diamond Supplier Award and Visteon Supplier of the Year.
- Lead production line transfers from Milwaukee, WI to Juarez, Mexico (11 assembly lines).
- Lead the design of manufacturing processes to migrate from traditional assembly lines to Lean one piece flow cell (DFT) implementing Lean Manufacturing Concepts in the assembly process
- duct launching in remote territories or introducing new technologies product/manufacturing.
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