Summary
Overview
Work History
Education
Skills
References
Timeline
Generic

ALEJANDRO BERNAL RIOS

Cd.Juarez

Summary

Focused, results-oriented leader with a success in managing manufacturing projects. Background includes achieving a good quality level and obtaining customer and company recognition. Critical thinker and skilled negotiator able to apply extensive knowledge of industry to improve top and bottom line. Adaptability to work under pressure in constantly changing scenarios. Strong communication and leadership skills. Excellent rapport with people from different levels and backgrounds. More than 30 years’ current career in different areas and process like: SMT Electronics & Box build, Automotive process, electromechanical, medical, telecommunication, metal mechanic process, plastic injection molding, and harnesses process. Always focused in cost reduction initiatives, savings, safety, continue improvements, Lean Six Sigma projects implemented. Following the company targets for P&L results applying broad skills in World Class Supply Chain Management and Manufacturing systems applications.

Operations professional with proven track record in optimizing processes and driving efficiency. Strong focus on team collaboration, strategic planning, and achieving measurable results. Adept at adapting to changing needs and leading cross-functional teams. Skilled in project management, process improvement, and resource allocation. Dependable and results-driven, known for enhancing operational performance.

Overview

36
36
years of professional experience

Work History

MFG Operations Manager

INVENTEC
06.2023 - 12.2024
  • I was responsible for the electronic board manufacturing area. Server and Automotive area. Leading directly in the development and implementation of this new process in Juarez. As well, in the validations (NPI) with the Customer. At the same time, another process lines for automotive product in order to get the IATF certification. Directly working with customers for the qualification and validation of the processes. We started with 62 people. Currently in MFG there are 746 people in the operational SMT lines ASSY lines & Test areas. Preparation of development/training plans at all levels of the MFG operation. For transfers and training, I was in the Shanghai plant in China. Contribution in a creation of the KPIs according to the operation for the effective Monitoring of the Operation, at the same time a high control process mechanism for the HV materials in the lines by shifts. Ramp up in Q3 & Q-4 2023 from 26%. Managed to close 2023 at 74% Effectiveness, an OEE of 52% FPY 82% Quality Yield 81% .For 2024, the Output Avg. 94% Yield is increased by 96% working together with the Asian team. Preparation of courses/training for Operators, Group Leaders, Supervisors, Superintendents.

Operations Manager

BOYD Corp.
11.2021 - 05.2023
  • Leader Responsible for direction and coordination of daily activities of the manufacturing plant. This includes developing efficiency strategies to meet production goals and standards with an optimized manufacturing cost. Under my responsibilities: Department of 36 CNC's machining centers, Brazing process, aluminum casting and injection ,Manual assembly, trimming, leak test, thermal test as well. Other area of stamping, cutter, lamination process. With a total of 456 Direct labor,12 IDL and 10 Supervisors. Development and implementation of the NPI product. Working together, with the Functional Managements in the development of Strategic Plans for the preparation and execution of the Operational Plan. Coordination on with the IQ, OQ protocols. customer approval PPAPs as well. The Continues Improvement as a mentor and coaching for the customer focus team. As a team, improvement in the processes and reaching the increases in the production units to 96% OTD, a quality performance in the current 98%. Improvements in the income of the company. Customer satisfaction in the fulfillment of the expectations.

Operations Manager

NEOTECH
10.2019 - 10.2021
  • I was a leader of the PCBA SMT process, 16 SMT Lines and Manual-assy process too. also the final box build process. with my crew ,I coordinate the entire areas and make sure the execution of customer demand .Implementation of training and development plans for Group leaders, Planners and Production Supervisors , and the preparation of standard work for each. New incentives were implemented with the lean group in scrap reduction. the continues improvement programs is part of our culture . Implementation of metrics KPI’ for the measurement of Productivity and OEE from 46% to 80% on the SMT lines. The PCB’s Kanban increased 95%. Savings projects for company is a continuous requirement, SMED program successfully implemented from 56 min to 17 min changeovers setups, the result is reflected in the revenue & EBITDA.

General Manager

LOGIC PD
08.2015 - 08.2019
  • New project that I transferred from Minnesota to Juarez city. since zero with nothing installed in the plant. I was the responsible to lead and managed all Operations in Juarez site , at the same time I represented the company front to the customers. Direct participation in the Strategic Plan and Operations Plan. As well to elaborate a plan of the recruitment for all personal. Developing of the salary tabulator accordance the positions of the skills and company requirements. Interview program preparation for all employees. Coordination between Minnesota facilities and Juarez Plant. transfers of equipment and work in the installations. NPI process product validations IQ, OQ, PQ , trainings and safety program plan for all, Personnel. In the materials dept. a Master BOM’s creation also the product planning and to prepare the Build Plan for production. I prepare an Inventory coordination and cycle counts program elaboration. As well in the coordination to restore the building. I worked together with the Customs Group for importations and exportations and paperwork; the visit to the FDA and CBP for the product presentation. Tariff classification and HTS code assignations. Participation all times in the QBRS and BPR as well with the corporate staff. Projects of continue improvement implemented to be more profitable and raise profit for the organization. As team we create a strategy to improve the quality of the services and increasing efficiency and the quality defects reduction, DPMO & PPM. Also, 5S’s culture was established. Achievements: the plant was certified in the 1st year of Operations in: ISO9000:2015 and AS9100 2016.Coordination of implementation in a program of continuous improvement, & lean six sigma projects like SMED, standard work. implementation of program for training and certification for all levels. Reduction in downtime and scrap, improving preparation kits and set-ups times. With my staff projects were implemented (QLP Quality leader’s process) with the participation of all employees of the plant: It was reflected in the revenue increase for the Plant. OTD vs Customer requirement upper 96% vs commitment day requirement.

MPS & Operations Coordinator

VIASYSTEMS
08.2006 - 06.2015
  • As an MPS , I was the Responsible of the planning the demand customer forecast and sales projection for the all areas of Electronics SMT, Press fit, Integration’s products and metals mechanic demand. Also, I managed the department of production control too. Working hard in order to fulfillment in the OTD RTD from 65 % to 98% PTD from 76% to 99.7% vs. customer requirement commitments. Working together with the all-Program Managers, engineers in the introduction of new Products (NPI’s) as a coordinator, I participated several times in the inventories as leader of Auditors in the plant Inventories. Other responsibility was the RMA’s area . We eliminate the inventory of 8 full containers, was represented in $ 2.5 M U.S. dlls. to 12.5 k in small units, in 5 months. Working with Quality Engineering in the process improvement and feedback of defects reported by the customer. New quality metrics was implemented in production lines. In the manufacturing area. 6 Supervisors under my responsibility and a H/C of 450 Direct labor .working to reduce the cycle time in the process- Optimization in process maps. Increased efficiency from 74% to 90%, reduction of scrap from 1.05 to .26% vs. Sales projection.

Commodity Coordinator

C-MACK (Johnson Mathey)
08.2000 - 07.2006
  • Main general Responsibilities in this company, to lead the area of automatic insertion and Integration process total 4 Supervisors of 305 operators 4 team leaders and 2 materials handler .Manufacturing the beepers, cellular boards. Boards for localization system via satellite using the team and machineries like: UNIVERSAL, HSP, GSM, and HELLER. Working together in the continuous improvement in the standardization of the product, coordination and directions of the materials. implementation of projects on lean manufacturing and 6 sigma Projects to reduce the PPMS and DPMOs.

Business Unit Manager

KENWOOD
06.1997 - 08.2000
  • I was the Responsible to lead for all areas of SMT, Manual Assy, Test, and Repair area. 7 supervisors, 2 Engineers under my responsibility and a total of 517 operators 7 group leader and 5 materials handlers. Coordination and planning of the production the 3 shifts. Working together in a goals and objectives achieving the increment in the efficiencies start of 70% to 98% vs. commitments, and the reduction of defects by operators. Implementation in the plant of metrics for the measurement of quality individual, reports of production, also working in the reduction of the repairs and the scrap too. Implementation of metrics in production and development in the cost reduction and savings projects .. Development of production plans, as well a preparation courses for the manufacturing crews by process certifications.

Operations Coordinator

STB DE MEXICO
09.1994 - 06.1997
  • I was the production superintendent of the Manual Insertion (ACI) SMT lines, test and burning areas, Electrical final test and packing areas. Also I had a subordinator of WINTE OF PCB for the gasoline pumps. Under my responsibility, 5 supervisors and 385 operators. With my team was improved the processes of the product in system of continuous flow .and implementation of methods and work systems with teams (self-directed). Standardization of the product for customer and categories.

General Production Supervisor

BORTEC INDUSTRIAL (THOMSON)
02.1989 - 09.1994
  • Company focused to customers warranty Refurbish process in the units of audio, video and communications. One of my responsibilities was to lead the department of engineering changes for VCR’S with a total of 15 operators and 1 group leader. I was responsible for the area of repairs with 57 technicians in electronic 3 materialist and 2 group leaders. Implementing new methods and procedures of tests of the Units. Working together in the creation of a bank of technicians for the areas of production: Creation of guides of technical attendance to make more efficient the Diagnostics. Also, I participated of projects of Q.L.P. (Quality leadership process) as moderator/Trainer.

Education

Electronic Professional -

Politecnico

Skills

  • Program Management
  • Industrial Safety
  • Human Relationships
  • Management Skills
  • C-TPAT
  • IATF 16949
  • Core tools
  • Lean Six Sigma
  • PROCESS MAPPING & RISK
  • ISO 13485
  • ISO 9001 Internal Auditor
  • APICS Certification in Production and Inventory Management (CPIM) from APICS
  • APICS Module I: Basics of Supply Chain Management
  • APICS Module II: Master Planning of Resources
  • APICS Module III:Detailed Scheduling and Planning
  • APICS Module IV:Detailed Scheduling and Planning
  • APICS Module V:Strategic Management of Resources
  • Certification of Supervisors
  • IPC A-610 Certification (CIS)
  • Supply Chains system
  • Six sigma Green Belt 8 D’s
  • Administrative systems
  • Interaction with the human-factor
  • Leadership KAIZEN Techniques
  • A3 Methodology Inventory management and control
  • IFS
  • BPCS
  • JD Edwards
  • SAP
  • QS 9000
  • Labor Law Seminar
  • Seminars of the Customs law
  • IQ/OQ/PQ Protocols Equipment Qualification and Validation
  • TPM training
  • First aid and CPR
  • 7 HABITS
  • IPC/WHMA-A Harness Assemblies
  • Marketing
  • APQP R&R FMA'S Failure Mode Analysis

References

· Lic. Cosme Sierra. Director of Human Resourses INVENTEC Cel: 6564186635

· Lic. Adriana Fuentes .Laboral Relations INVENTEC Cel 6564186635

· Lic. Laura Losoya. Human Resourses Coordinator BOYD corp. (656)1999502

· Lic. Jesus Hernandez. Human Resurses Manager (656)3666058

· Ing.Alejandro Sibaja. Global Opex Director BOYD corp. (331)4691454

· Ing. Marco Lopez General Manager Neotech (915)4901304

· Ing.Julio Vera Opex Director Neotech (656)4224682

· Lic.Salvador Baca. Human Resourses Manager Neotech. (656)3114317

· Paul Skehan . Protoductionic President. (615)4085723

· Ing.Miguel Flores . Northrop Grumman Sr.Engneer. (952)6589468

Timeline

MFG Operations Manager

INVENTEC
06.2023 - 12.2024

Operations Manager

BOYD Corp.
11.2021 - 05.2023

Operations Manager

NEOTECH
10.2019 - 10.2021

General Manager

LOGIC PD
08.2015 - 08.2019

MPS & Operations Coordinator

VIASYSTEMS
08.2006 - 06.2015

Commodity Coordinator

C-MACK (Johnson Mathey)
08.2000 - 07.2006

Business Unit Manager

KENWOOD
06.1997 - 08.2000

Operations Coordinator

STB DE MEXICO
09.1994 - 06.1997

General Production Supervisor

BORTEC INDUSTRIAL (THOMSON)
02.1989 - 09.1994

Electronic Professional -

Politecnico

Similar Profiles

CREATE PROFILE
ALEJANDRO BERNAL RIOS