Juan de la Cruz Herrera Herrera

Definir estrategias para lograr mejoras en los indicadores trabajando de manera sistematica en los principales problemas de la planta

tengo 18 Años en la industria Autotris siendo mis mayores fortalezas la mejora continua y la Manufactura

EDUCATIONAL LEVEL: Bachelors in Mechanical Electrical Engineering, 

Professional Experience: 5+ years job-related experience.

Additional required capabilities: Tier-1 automotive industry experience.

PROFESSIONAL SUMMARY:

Aiming for business growth and continuous improvement. Ability to effect short-term and some long-term business goals.

Experience with processes & production, continuous improvement and process safety. Areas of expertise include Leading of Process SafetyAnalysis and Optimization of Projects, Coordination of Production, Deploying of Lean Six Sigma.

EDUCATION:

•    Mechanical Electrical Engineering, UASLP

• Lean Six Sigma Master Black Belt Certified by BMGI
• Lean Six Sigma Black Belt Certified by Instituto Tecnologico de Monterrey
• Lean Manufacturing Training, Instituto Tecnológico de Monterrey
• Train the Trainer Training, Instituto Tecnológico de Monterrey
• Transactional Tool Master Training, Instituto Tecnológico de Monterrey
• Design For Six Sigma Training, Instituto Tecnológico de Monterrey
• Innovation and TRIZ Training, Instituto Tecnológico de Monterrey
• Lean Manufacturing Training, Instituto Tecnológico de Monterrey 

Vitromex (Feb 2023 to May 2023)

                                                           Continuous Improvement Superintendent (2 People)

Performance: Implementation of new indicators for the transition to a new group (OEE, Run rate, run time, quality) and development strategy to reduce Scrap & rework with 21 projects (saving projects for USD$2M)

Maxion wheels (July 2021 to December 2022)

                                                           Manufacturing and Continuous Improvement Supervisor (11 People)

Performance: work on improving plant processes by defining robust controls to prevent problems, improving CPKs and achieving detections and corrections to statistical trends.

Work on the detection of projects that help to meet the plant's objectives, always following a methodology to achieve sustained improvements over time, as well as trigger immediate and corrective actions for critical problems in the plant.

In the plant, record savings of more than USD$6M are achieved in one year (overcoming volume problems & other external ones)

In Manufacturing we achieve record savings of more than USD$1M in one year (overcoming volume problems & other external ones)

Improvement of plant capacity (12%) by implementing capacity monitoring systems in real time and having a benefit in reducing quality problems (Scrap, RW, internal and external claims).

                                                            Maxion Wheel (July 2018 to July 2021)

                                                           Master Black belt and leader of Continuous Improvement (3 People)

Performance: Redefine plant support structure having a more interactive role with the plant, knowing that continuous improvement is the trigger for the growth of the company, by developing people for the use of statistics tools and problem solving (15 GB People) showing and giving coach to the projects aligned with the staff of the plant.

Generation of RoadMap of the plant having the vision of the whole year, prioritizing by annual quarter and defining strategy for critical problems of the plant, giving weekly follow-ups with plant staff.

There are global recognitions in improvement projects for Natural categories of production and in Multifunctional teams (2021, 2020, 2019)

                                                           Maxion Fumagalli (August 2013 to July 2018)

                                                           Manufacturing Engineer Sr.

Performance: Development of projects to reduce rework and scrap, such as increase production and process improvements that help improve the ergonomics and productivity of the line.

Support for assembly lines using quality tools and applying Kaizen, SMED, PDSA, Multifunctional and 6 sigma projects such as:

Kaizen application for the reduction of tool changes in the assembly line (from 48 min to 30 min)

PDSA application to increase productivity in assembly lines (from 290 to 350)

Line balancing for labor reduction (3 labor per shift)

6 Sigma Project for the Elimination of machining to components maintaining the same capacity in the assembly characteristics.

6 Sigma Project for Rework Reduction in painting problems on dirt in Rin F19.52567 (Project winner of the 2nd place of the Employee team award 2012 in San Luis plant)

6 Sigma Project for Radial Oscillation Rework Reduction in Rin F162253

Winning project of the 1st place of the Employee team award 2013 in the San Luis plant and regional level among companies in America)

                      Maxion Fumagalli (May 2010 to August 2013)

                                                           Production and continuous improvement coordinator

Performance: Development of Projects to reduce rework in the Truck Plant

Performance: Being a leader in rework reduction projects using the DMAIC methodology.

Certification in Black Belt.

Production, Performance: Production Leader

Description: Coordinate operations in production lines to achieve Productivity and Scrap objectives, respecting company policies such as operator rights.

Management of 75 operational people per shift to my responsibility.

Good relationship with labor union.

Balancing of production lines.                

                                                           Fischer Mexicana (June 2009 to May 2010)

                                                            Production coordinator

Performance: Operations coordinator in production lines

Preparation of process documentation and check list for machine commissioning

Balancing of production lines.

Awareness of the people of the needs of the line as of the plant.

Identification of qualities in operational personnel.

Support in planning pilot or urgent runs

                      Cummins Motors/Cummins Filtration, S de R.L. de C.V. (March 2005-2009 February)

Production. Performance: Production Coordinator

Description: Coordinate operations in production lines to achieve Productivity and Scrap objectives, respecting company policies such as operator rights.

Management of 80 operational people per shift to my responsibility.