Diego Armando Robledo Contreras

• Reduced scrap and second choice material from 30% to 10%.
• Output increase from 100 tons to 120 tons per day.
• 3th shift was eliminated and production rate was not affected.
• OEE optimization from 65% to 78%.
• Being part of launch team of new facility installed in Ramos Arizpe.
• Directed employees and related programs to maximize team productivity and facility output.
• Plant budget administration.
• Responsible for new investments.

• Successful plant transfer from Los Angeles to Querétaro.
• OTD improvement from 80% to 91%.
• Scrap reduction from 5.1% to 1.05%.
• Increased productivity from 1.05 to 2 tools per hour per machine.
• Throughput time reduction in 35%.
• SMED implementation, model change reduced from 120 minutes to 78 minutes, savings of $110 KUSD.
• Successful SAP merge.
• SAP key user for MM and PP module.
• Created and implemented maintenance program to optimize operational efficiency and reduce downtime.
• Recruited, interviewed and hired employees and implemented mentoring program to promote positive feedback and engagement.
• Production and maintenance budget administration.
• Responsible for new investments.

• Plant transfer to new facility due to capacity increase, this plan included:

- 98 molds movement and PPAP validation with OEM.

- 23 machines movement and installation according to the plan.

- New plant layout definition.

• SMED implementation, as result we got tool change from 3 hours to 1 hour and OEE improvement in 8.3%.
• Training program with maintenance people to train them in machine installation. Savings of $30 KUSD per machine installed.
• Scrap reduction from 5% to 3.5%.
• Successful launch of 49 project within a year, these projects belong to Audi, BMW, GM, Volvo, Valeo and Hella.

• 350 salary employees and 6 supervisors in charge (production, quality and maintenance).
• Participation with manufacturing team in planning of capacity increase from 900 to 1200 transmissions per day.
• Budget planning, forecast and execution for assembly and machining process.
• Managed assembly resources to optimize equipment, facilities and materials and communicated product and material issues to team and management

• Established clear priorities and production quality standards.
• Machine validation in Japan, Germany and USA.
• Standardized process generation for all assembly process.
• Successful launch for the new plant of 8SRWD transmissions plant.
• Trained staff of direct labor employees to perform assembly and manufacture of specified products
• Evaluated team member performance regularly to identify and resolve productivity concerns