Oversee all aspects of plant at IAM, ensuring efficiency, productivity, and compliance with company policies and union agreements. Your role is critical in maintaining plant profitability, managing production processes, maintaining a safe work environment, and fostering positive labor relations. You will collaborate with various stakeholders to achieve profit targets, operational efficiency, production targets, optimize resource utilization, and drive continuous improvement initiatives. Key Responsibilities:1. Operations Management: Lead and coordinate all plant operations, including Production, Maintenance, Quality control, HR, Finance, Purchasing and Logistics. Develop & implement production plans, schedules, and strategies to meet customer demand while maximizing efficiency and minimizing costs. Monitor key performance indicators (KPIs) and operational metrics to assess plant performance and identify areas for improvement. 2. Employee and Labor Relations: Foster positive employee relations and build a strong quality focused team. Foster positive labor-management relations by collaborating with union representatives and addressing employee concerns in a fair and timely manner. Participate in collective bargaining negotiations, contract administration, and resolution of labor disputes in accordance with union agreements and applicable laws.3. Resource Management: Optimize the utilization of resources, like manpower, equipment, and materials, to achieve production targets and maximize efficiency. Develop and manage budgets, control costs, and identify opportunities for cost reduction initiatives w/o compromising quality or safety standards.4. Strategic Planning and Leadership: Develop and implement strategic plans & goals for the plant aligned with overall organizational objectives. Ensure budget and financial metrics are in place and being met. Provide strong leadership to plant staff, fostering a culture of teamwork, accountability, and continuous learning.

Company of Outsourcing Services that is the recognized leader in outsourced production equipment maintenance. ATS is a division of Caterpillar and also is gaining acceptance with leading global manufacturers for offering Outsourcing Professionals. The principal clients are: CATERPILLAR Division’s and EATON (HONEYWELL) in the world.Honeywell CPG (Autolite), Mexicali, B.C., Mexico. Company dedicated to produce Spark Plugs for the Automotive Industry, with a Capacity of 430,000 units per month. 450 Employees (Salary and Hourly). Administration of the maintenance department on Honeywell. Generation of programs of Cost reduction and Planning of the maintenance of the plant, as well as control of all the external contracts of services needed to maintain the plant (Facilities). At the end of 2008, I was the leader of 26 persons of Maintenance Department, including salary and hourly persons.Main Goals in Mexicali Plant:* Achieve the KPI in the first 3 weeks, with a reduction of Downtime accumulated from 305 Hr/week to less of 32 Hr/week* Reduce the Staff in the Maintenance Department from 76 to 24 persons, with the 100% of completion the Maintenance Activities, using the RCM philosophy.* Reduction of scrap rate from 47.2% to 4.6%.To get these results, I make 3 task forces dedicated to the next issues: (i) Analyze the root causes of the failures of the critical equipments in the bottleneck production lines,(ii) Get the Value Added into the Preventive Maintenance and Correlate them with the Quality,(iii) Balance the Maintenance Activities to get a better performanceRemarks: My transfer from TECHNOCAST to HONEYWELL by ATS, was a promotion to occupied the next position in ATS (Area Operations Manager) to Control the Plants in Mexicali, Tijuana and Reynosa. The results were directly reported to the Plant Manager of Honeywell and to the Regional Executive of ATS. On my charge, were the three maintenance’s site managers of each plant.

TECHNOCAST, Ramos Arizpe, Coahuila, Mexico. Coordination in the transfer of the Maintenance employees (including salary and hourly) from TECHNOCAST to ATS. Achieve the transfer without affecting the Production and Quality of Technocast and also, get the confidence of the people during the transfer procedure.

Develop and Administration of the maintenance department (Core, Molding, Foundry and Finishing). Generation of programs for the Preventive and Planning maintenance, as well as the design of the programs for the Predictive maintenance. Generation of the Maintenance Personnels profiles assigned to each production line. Administration of the budgets for Maintenance of the productive lines, as well as the control of all the external contracts of the plant. Leader of the Local Supplier Development Program for Technocast, which includes the transitions program to avoid the obsolescence of the Automation and Control Systems. Leader of 82 persons, including salary and hourly persons (Superintendents and Supervisors).Main Goals: * Achieve the productivity ramp up in an 80% in the first 3 months with consistent results, * Develop a 6Sigma project to increase the Speed of the Molding Line from 18 Molds per hour to 61 Molds per Hour, * Cost savings for Spare Parts & Tooling in a 38% in the first 4 months,* Develop Local Suppliers to reduce Lead Time,* Reduction of scrap rate from 59% to 8.2% in the first 4 months,* Wins the Warranty Issues with external Suppliers (One Crusher Machine, One air compressor and one Pouring Furnace) in order to demonstrate that the equipment didn’t meet the expectations of the project requisitions.* Leader in the implantation of the System ISO 16949:2002 and 140001:2004* Implementation of the Solution Problem Practices, using the format of the report of 8D’s.* Startup the TPM and Predictive Maintenance of the plant, including the SMED instructions for the people on the floor.To get these results, I make 3 task forces dedicated to the next issues: (i) Analyze the root causes of the failures of the critical equipments in the bottleneck production line (Molding Line),(ii) Correlate the Preventive Maintenance with the Critical Issues in Quality,(iii) Guarantee the execution of the Maintenance Activities to get a better performance.

Manager of the Second & Third Shift for Operations & Maintenance of the Machining Areas of the HEMI 5.7L Engine, Administration of the maintenance department, realization of the Preventive Maintenance programs. Coordination of all the maintenance personnels assigned to each production line. Coordination and generation of the budgets for Maintenance of the productive lines. knowledge in the Operation, Adjust and Calibration Audits for In-Process gauges, Tooling and Milling Machines, Rolling, Honing, Finishing and Balancing machines for Crankshaft, Blocks, Heads and Connection Rods of the Engines Lines, to achieve the Production Control Plan. Strong Knowledge in Machining of the Cast Iron and Steel Parts. Complete the Quality practices for the PPAP and PSO requirements of the Chrysler Group, as well as the develop of the FMEA practices in the maintenance programs. Implementation of the SSP (System Solution Problems) Practice on the Maintenance Personnel. Training received for the Lean Manufacturing System of Chrysler. Leader of 106 persons, including salary and hourly persons.Main Goals: * Achieve the implementation of the TPM on the machining lines,* Achieve the Daily Production rate (Including the strategy buffers) and the execution of the weekly Preventive Maintenance of the lines.Remarks: I was reporting directly to the Plant Manager of Chrysler

Supervises the installation (Facilities) and Built-up of the line. Coordination of the External Suppliers during the installation process of the line. knowledge in the Operation, Adjust and Calibration Audits for In-Process gauges, Tooling and Milling Machines, Rolling, Finishing and Balancing machines for Crankshaft Line, to achieve the Production Control Plan. Strong Knowledge in Machining of the Nodular-Cast Iron for the Crankshaft. Complete the Quality practices for the PPAP, as well as the develop of the FMEA practices in the maintenance programs of the Crankshaft line. Leader of 32 persons, including salary and hourly persons.Main Goals: * Achieve the integration of an ANDON board system to the operation systems to increase the efficiency the response of the technical personnel, * Develop a DB connected to the PLC’s to get the historical information of the Downtimes and makes reports on line (MTTR, MTBF, Uptime, Throughput, etc.).* Develop the PFMEA’s and FRACAS documents in the Crankshaft lines, and increases the effectiveness of the Preventive Maintenance Activities.Remarks: I was reporting directly to the Area Manager of Chrysler