Enrique

Plant Manager

Responsible of Production (Foundry, Extrusion, Anodizing, Painting and Value Added Processes), Tooling and Engineering areas for the site.. Led 12 direct reports and a unionized headcount of 1,000 employees.. Introduced Lean Culture (In process).. Implemented Business KPIs.. Challenge of increase +30% Production capability and decrease 10% process SCRAP.. Startup of 2 Extrusion Lines and 1 Anodizing Line (In process – 2025).. Lead Operative IATF Certification.

Supply Chain Manager

Responsible of OTD, Demand Planning, Customer Service, Production Planning and Warehouse Management, serving key clients such as Nemak, Metalsa, San Luis Metal Forming, Benteler, Kirchhoff, Autotek, among others, for programs for the OEM’s Ford, Daimler and Stellantis.. Management and accomplishment of S&OP strategies.. Automation of Logistics processes.. Awareness and resilience strategy (due to pandemic and lack of automotive components).. Operations Data Management System.

Operations Manager

Responsible of Production, Maintenance, Logistics, Tooling, Facilities and EHS areas for the Monterrey site, with additional temporary assignments to support Tlalnepantla and Ciudad Juarez Plants.. Led 16 direct reports and a unionized headcount of 340 employees.. Assurance of Operative KPI’s: EBITDA, Rotation, EHS, PPM’s, CPK’s, Efficiencies and TPM.. Owner of legislative compliance.. Execution of Security and Sustainability campaigns.. Management of Operative Cost, according to budget.. Organizational Alignment Project.. Development of operative contingency plans and execution of Covid protocols.. Representative in Nuevo Leon’s Automotive Cluster: Operations and Continuous Improvement.

Operations Superintendent

Leader of 4 Supervisors and a unionized headcount of 130, within 3 shifts.. Production plan assurance.. Management and control of operative budget.. Creation of Team Leaders and High-Performance Teams.. Optimization of operative processes and assurance of KPI’s.. Standardization and stabilization of value-added processes.. Implementation of Lean Culture (Strategic Project [contact hidden]) for a plant layout redistribution, with budget management of USD$1.4 million.. Planning and execution of CAPEX Projects.. Participation in the TS16949 certification of the Monterrey site.

Lean Six Sigma Black Belt

Member of a Corporate Team of Continuous Improvement, developing projects based on the different business units’ needs and strategies.. 6-month assignment for new production lines’ implementation in CUPRUM’s launch of its Monterrey automotive site, involved since first layout designs and visual management of the plant and development of Kaizen teams.. New processes, projects and products implementations, with cost effectiveness orientation.. Mentoring of Green Belts.

Manufacturing Supervisor / Lean Implementer

Continuous Improvement Specialist