Supply Chain Senior Consultant

Querétaro: Hacienda La Gloria,

Residencial la Llave 90 A QRO, CP.

76120

Second home

México: Magdalena # 408 col. Del Valle

CP. 03100 Benito Juárez México D.F.

Tel. 442-***-****

Cel. 442-***-****

Tel. 555-***-****

Alberto Vega Robles

Personal Goal Obtain a position in the management of a production plant which allows me to contribute with my work experience, personal skills that I have acquired over 20 years, obtaining significant achievements in the companies to which I have belonged, as well as obtaining the opportunity to continue developing in the company.

Professional

Experience

Senior Consultant (ARGO-EFESO)

May 2015 – Current

ARGO-EFESO.- It is a global consultancy specialized in Operations Strategy and Performance Improvement.

Advice, consulting and training in Manufacturing Processes Oriented to supply chain management, Change Management, Kaizen, 6 sigma, World Class Manufacturing, lose, loss analysis.

• Maintain and lead specific projects of organizational changes and improvement of operations, as well as their integration into the business vision.

• Implementing projects and pillars for companies such as Tequila Herradura, Grupak, FIFCO (Pepsi Costa Rica), and Heineken.

• Management of significant savings projects on an average of 9 million pesos annually in different sectors such as rubber and plastics, food packaging, machining, and assembly processes.

• Analysis and evaluation of the P&L, to define the clear task to optimize resources.

• Cost reduction in terms of orders associated with production processes supply, manufacturing, and administrative.

• Increase efficiency in each process (manufacturing and administrative).

• Introduced into the organization, administrative tools and methodologies to acquire individual knowledge and reinforce teamwork, Organizational Change

• Manage, monitor, and promote activities that allow an improvement in the performance indicators established within the organization (BSC).

• Collaboration, 6 sigma or improvement project.

Lead Auditor (DQS DE MEXICO)

May 2015 – Current

DQS DE MEXICO.- Provider of certification services worldwide. The main competencies lie in carrying out audits and certification evaluations. Lead Auditor and Co Auditor, as well as training for ISO:9001, ISO:14001, ISO:26001, ISO 22001, ISO21001, ISO:27001, ISO37001, SMETA, TISAX, IATF16949, ESD standards.

• Certified for the Food, Packaging, Mechanical Metal, Mining Extraction, Component Assembly, sectors.

• Trainer in system implementation methods, interpretation of standards and management of methodologies and regulatory guidelines.

• Evaluation of procedures to determine potential failures in anti-bribery processes.

• Validation of corrective actions and their monitoringv

• Certified by DAkks Deutsche Akkreditierungsstelle GmbH, ANAB National Accreditation Board, EMA Mexican Accreditation Entityv

• Management of more than 150 follow-up audits and certificationsv Plant Manager EagleBurgmann

January 2013 – Nov. 2015

Eagle Burgmann. Company of German origin that belongs to an important group of leading companies in its field (Freudemberg). The business unit in Querétaro; is related to the manufacturing of mechanical parts and components for mechanical seals, which are distributed to subsidiaries in the rest of the world.

• The main activities as head of the Plant are to maintain a spirit of work in the team, using methods and tools that allow us to achieve the established goals. The main tasks and achievements are:

• Analysis and evaluation of the P&L to define the clear task to optimize resources.

• Cost reduction in terms of the supply chain, manufacturing, and administrative process.

• Increase efficiency in each process (manufacturing and administrative).

• Maintain ISO9000, ISO 14000 and OHSAS 18000 Certification.

• Introduced the organization, administrative tools, and methodologies to acquire individual knowledge and reinforce teamwork.

• Manage, monitor, and promote activities that allow an improvement in the performance indicators established within the organization (BSC).

• The introduction of a new part number for manufacturing, thus maintaining stable production cycles.

• Collaboration, 6 sigma, or improvement project.

• Justification of key investment capital for the company.

• Control and direct reporting to the division in Germany. John Crane Gerente de Producción y Calidad

August 2008 - January 2013

John Crane belongs to the Smith Financial Group. The main production at the Mexico plant is the manufacture of parts for the mechanical seal. Mexico Machine Center is the new facility for the company and was made to have a good product according to the client's requirements and high profitability through the large-scale manufacturing of parts and components for the rest of the world. As part of the team, one of the most important objectives achieved during these years was:

• Incremental productivity in mechanized cells and assembly

• Reduction of installation costs related to production time

• Increased efficiency in mechanized cells

• ISO9000, ISO 14000, and OHSAS 18000 Certification.

• Introduced in the organization a control plan to avoid complaints.

• Manage BSC.

• Introduction of new technologies and products

• Collaborate, in 6 sigma projects, as support in statistical analysis. (Master lean Black Belt)

• Justify some capex. To improve the manufacturing operation.

• Manage requirements for original equipment requirements for ASME Pressure Vessels, gas seal, nuclear and automotive industries (FEMA, APQP, PSO, ASME Seal, Dossier, API Standards)

Project Manager Gates Mectrol tomkins

December 2007-June 2008

Gates Mectrol is a power transmission division facility for Gates Rubber International to produce polyurethane timing belts. This plant is unique in power transmission since it produces a specific tape by purchase order. This type of process makes human resources key to control. Within this period the achievements were:

• Management and control of the entire quality system (ISO 9000: 2000)

• Promote and be part of the coordination of integrating the ISO 14000 and OHSAS 18000 standards as part of the quality system (We hope to be certified in December)

• Introduced in the organization's Good Manufacturing Practices (GMP) program.

• Improve the preventive action plan to have less than 20 parts per million PPM's of eternal complaints.

• Analyze and justify all possible investment projects for the facilities.

• Promote and follow all improvements as a team leader for (Kaizen, Lean, TPM, 5S's, etc.)

• Develop and seek approval for the original equipment part number (FEMA, APQP, PSO,)

• Promote the culture of protecting the environment.

• Relocation of knowledge and plant to the city of Toluca. Quality Manager

Convermex

August 2001-July. 2007

Convermex is the third largest producer in the world in the manufacture of thermal glasses and containers. It is also the national leader in new technologies. Among the functions as quality director was the administration and management of 5 plants throughout the Mexican Republic with a total of 123 people in my position. The functions of this management position were:

• Implement and manage a total quality system in five plants (Mexico North, Mexico South, Puebla, Monterrey, and Mérida).

• Inform the organization of the Best Manufacturing Practices (BPM) program.

• Implement an ISO 9000 Quality System

• Control any health regulation system

• Control the cost of poor quality.

• Manages the entire group of quality equipment to have the same system around the five facilities and the 22 distribution centers.

• Management control of a molded expandable polystyrene operation, control of key indicators (KPI)

• Approve new production parts.

• Inspect and approve incoming raw materials.

• Monitoring and control of production scrap costs.

• Implement some Poka Yoke (error testing devices) to control the operation.

• Implement Statistical Process Control SPC for the critical process (incoming material, production, finished product, warehouse, services)

• Improvement of visual aids to control day-to-day production.

• Train employees and develop skills in quality and production techniques, for example:

• APQP Production Party Approval Process

General auditor of Quality systems

Gates Rubber.

1997-July 2001

Gates Rubber Company is part of the Tomkins Group. This company produces belts and conveyors for power distribution. Its market in Mexico represents 75% of the Mexican market.

At the beginning of Gates Rubber my first level position was a quality engineering position eventually as General Quality Auditor for the three plants and the distribution center.

During my period at Gates Rubber, my duties were:

• Monitor all incoming material and control specifications.

• Documentation, control, and coordination of engineering changes of the Potential Failure Mode and Analysis (FMEA)

• Control and inspection of the production process

• Final production inspection

• Validation in Statistical Process Control (SPC)

• Control and validation of Measurement System Analysis using techniques such as R & R reproducibility and repeatability

• Validation and documentation of all new parts production (PPAP) Production Parts Approval Process

• Control and management of quality inspectors and testing people for hydraulic and OEM hoses.

• Train employees in process improvement using Kaizen's tools, 5's, TPM, range, and statistical tools

• Audited (QS 9000, ISO 9000, VDA, TS16949) internal quality systems for the entire organization.

• Manage non-conformities for third-party quality system audit

• Technical visits to original equipment customers (Nissan, GM, Volkswagen, Ford, Chrysler)

• A total quality assurance system was implemented for suppliers.

• Some of the important achievements were:

• 45% reduction in rubber scrap in OEM Hoses, obtaining significant savings.

• The reduction of overtime due to inefficiency in the processes

• Yuryo Shoh Award (Nissan) for having 0 PPM's in original equipment

• Supplier of the General Motors years

• Reduction in material costs by using Mexican suppliers in rubber production (12% reduction in material costs)

• Ensure certifications and monitoring in quality audits, for QS9000 and ISO9000

• Recognition of the following companies was achieved for (exceptional service Best in class quality?):

• + John Deere

• + Kenwood

• + Pemex

• + General Motors

Facilities development engineer

Improgas

1992-1997

• Designing residential and food retail facilities.

• Responsible for deliberation and approval of the installation.

• Development of approved techniques and calculations for the design of facilities..

.

Supervisor de Obras.

PEMEX

1992-1994

• Inspected and validated unit operations at catalytic propylene plants

• Worked under the turnkey concept for the propylene plant at the Morelos Petrochemical Complex.

• Developed work procedures for operational units. Scholarship 2002-2003 UDLA Cholula Pue.

• Master’s in business administration (specialty in investment projects) 1997 - 1998 UNAM México D.F.

• Total Quality Masters

1987 – 1992 UNAM México D.F.

• Chemical Engineer (Specialty in Excergy)

Personal interest Camping, Basketball, Music, motorsports. Courses or

Diplomas

Lead Auditor (ISO 9001, 14001, 45001, 50001, 37001, 27001, 21001, 22001) Teamwork (PRODUCTIVITY)

Error-proof method “POKE YOKE” (PRODUCTIVITY)

5 S's (PRODUCTIVITY)

7 quality tools

Lean Manufacturing (FORD)

Approval requirements of PSO (DAILMER CHRYSLER)

Value Analysis (GENERAL MOTORS)

Toyota production

QCHistory Improvement Teams. (NISSAN)

Tactical and Strategic Kaizen (Nissan)

VDA6.1 Auditor (VOLKSWAGEN)

Statistical process control (UNAM)

Leader auditor. ISO 9000 TS 16946(VOLKSWAGEN)

Diploma in Quality Management (VOLKSWAGEN) 340Hr.

Master Lean Black Belt Diploma (ITESM) 2012

All these courses have a duration greater than 60 hours

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