Jesus Enrique Silva Varela

• In charge of a business with sales of $180 Millions of dollars with profit margin above 40% building Bearings and Chains impulsing a Zero incident culture by driving identification of safety risks conditions and behaviors, enhancing customer satisfaction thru creation of FG stocks, addressing customer concerns and providing solutions in a timely manner.
• Specialist in managing Low & High Volume / Very high Mix in processes like Turning, Milling, Heat Treat, Grinding and Assembly
• Led cross-functional project teams (Production 380 DLs / 40 IDL and 22 Salaries covering Quality, Manufacturing Eng and Production) for the execution of complex projects aimed at improving overall business performance.
• Facilitated communication between departments, fostering collaboration and alignment towards shared objectives like the SCOFR projects executed on the last 2 years.

Current achievements at RegalRexnord

• Successful Transfer of different business from USA to MX (Roller Bearing $120M USD, Branded Bearings $6M, Halliburton $8M and Chain business $34M in process) between 2023 and 2024

• Past due reduction in Roller Bearing from $6M to $.85M USD and Icy Hot project Past Due reduction from $1.1M to $.4M USD in the last 3 months

• Increased throughput by optimizing equipment Utilization and layout taking advantage of the receive equipments during recent transfers (Housings production went from 7K to 12K Pcs per month.

• Quality metrics better than target on the last 3 years, currently below 400PPMs

• SMED initiatives- Achievement on reduction of a 50% reduction on time to make the change overs in Lathes, mills and Grinders ( more than 25 equipment in one year) getting more utilization / productivity Up by 10% on those equipment

• Cycle time reduction strategy achieving more than 200 PNs in less than a Year (Modifying Programs, changing cutting tools, etc.), getting more absorption as well as better utilization of our equipment.

• Inventory reduction Initiatives (Steel Tubes consumption, reduction of safety Stocks, etc.) in process

• Coordination of different procesess like Machining, Heat Treatment, Grinding and Assembly areas for Pump Components to make intercompany sales for agriculture and construction industry

• Led cross-functional teams like Production and Maintenance departments to identify areas for improvement, driving continuous process enhancements within the facility (Second Shift Production Manager, 8 Production Supervisors, 210 DLs)

Current achievements at Hydraulics Oueretaro

• Green Field.- Transferring and launching 15 different families of product and running at rate

• 40% production rate improvement thru Process improvement using problem solving methodology (Red X Shainin)

• 41 Lathes installed an running properly meeting 1.33 CPK capacity (18 of them New)

• Heat treatment process implementation up and running (4 carburizing Furnaces, 2 Tempering, 1 steam, 2 Washers)

•31 Grinding equipment installed up and running

•Managing a business unit with sales of $220 Millions of dollars per year composed of assembling, testing and packaging of Differentials for the Automotive market, including OEM as well as Aftermarket products with a profit marging of 21%.

• Led cross-functional teams (Production, Quality, Manufacturing and Maintenance departments with 130 DLs ) to identify areas for improvement, driving continuous process enhancements within the facility as well as managing new launches.

• Generation of Strat plan, Profit Plan and monthly forecast for my business unit for Capital projects, expenses, etc.

Current achievements at TCP Reynosa

• 4 Years in a row being recognized for achieving world class Plant recognition for achieving the Hi-Five metrics goals (Security, CONC, OTD, Inventory and Flex Productivity) between 130 plants.

• EBEA Maturity Level of Excelling on 2014 and I did lead the Cat 6 (Work Process Management)

• 2015 and 2016 Model Plant recognition for meeting the KPI targets.

• Launch of the biggest project of Auto North America plants with $134 Million USD sales per year (K2XX for AAM/GM) having a successful PPAP with 0 PPM and 100% of OTD.

•A) Sales increase from l60M on 2012 to 220M on 2016, B) Quality PPMs of 2PPM . C) Cost Out of $850K USD at production from Feb 2012 to now (productivity improvements and logistics) , D) New launches (Great Wall, 31XXN, Dana 60/70, E) Transfer of a GAZ Differential from Reynosa to Poland

• Leading a Satellite location with sales of $I7MUSD Annually which father plant is located at Sarasota Florida manufacturing electronic switches and wires processing used on the commercial construction and aerospace business.

• Assembly and Testing process where the equipment’s are Pneumatic presses with capacity of 3 tons, Wires cutting, wires stripping and terminal assembly; Soldering, Electrical Welding and continuity testers and Mill volt drop testers.

• Leading Quality.- process and receiving inspection, b)Materials .-Receiving, Warehouse Planning and Shipping, c)Manufacturing .- Process and Maintenance and d)Production.- 11 assembly lines) and managing 70 associates .

• Achievements at ACD Reynosa (2010 Vs. 2011)

a) Reduction of 34 % of scrap (l2KUSD), b) Reduction of Direct head count from 56 to 53 c) sales per head count increase from $266K to $310K USD, d) Quality improvement from 230 to 185 DPPM’s,

e) 140k USD of Cost Out on taxes pay reduction and packing price reduction f) 38% of reduction on Overtime (l6KUSD of reduction) g)10 % of increase in productivity.

• Working with a culture of cero Accidents, 5 years with no recordable accidents