Blas Vazquez Mendoza

• Responsible for Plant Operation for different process such as CNC, stamping, Machinery and assembly line for fasteners and Nuts to Airbus, Boeing & GE Engine.
• working as team with my all-administration departments such as Production, Maintenance, Engineering and Supply Chain.
• Planning according to our lead time..
• Directed day-to-day operations by spearheading implementation of short-term and long-term strategies to achieve business plan and profitability goals.
• Provided organizational leadership and established business vision to achieve sales, profit and revenue goals.
• Hired and evaluated associates and management staff to add to workforce and meet demands.

• Responsible for Plant Operation for welding, stamping, Machinery and assembly line for Fuel Tank, Air Pressure Tanks and Air Reservoirs Tanks, working as team with my all-administration departments Production, Maintenance, Engineering processes, Quality, Human Resources, Supply Chain.) Planning on time our products using the systems JIT to satisfy our customer using a sequences program.

Achievements:

2% annual material cost Saving  (VAVEs)

Increase OEE from 72% to 80%

95% inventory Reliability

IATF Certification

Quality Award from Daimler,

Reduce turnover from 18 %to 6 %

• Provided organizational leadership and established business vision to achieve sales, profit and revenue goals.
• Hired and evaluated associates and management staff to add to workforce and meet demands.
• Analyzed customer data to identify opportunities and improve relationships.
• Provided leadership to develop business plans and promote organizational vision.

Responsible for Plant Operation (metal manufacturer) supplying components and value-added services to the commercial vehicles (Heavy& Medium Duty Trucks) Automotive, Military, Agriculture & White Goods Industries Stamping,

Main Responsibilities:

implement the culture of continuous improvement using the Toyota methodology to develop kaizen events to transform the company to a world class one achieving improvements in our KPIs annually:

OEE, Kaizen events, 0 Accidents, SIX SIGMA, IATF 16949 Certification, Scrap less than 0.2%, Turnover, Meet Preventive Maintenance, MTTR & MTBF metrics, Meet the budget, Apply CAPEX, manage new investments for new technology to improve the process for new products o requirements.

Keep a good relationship with NAVISTAR, to negotiate any issue.

Achievements

Increase OEE  85% planning by sequences base

Engineering improvement (VAVES) Apply Reduction of 2%

Developing new suppliers to reduce Cost of material.

Turnover  from 14% to 6 %

• Provided organizational leadership and established business vision to achieve sales, profit and revenue goals.
• Analyzed customer data to identify opportunities and improve relationships.
• Trained employees on optimal processes and use of equipment to boosting department productivity.

Responsible for Management and Operation Plant
EMMSA is one of the most important supplier for PVC & CPVC pipe Hydraulics for Irrigation and construction in Mexico.
Responsible for the administration of all departments (Production, Maintenance, Engineering processes, quality, Human Resources, Warehouse).

• Monitored on-site health, safety and welfare, managing environmental outputs within allowable limits.
• Monitored product quality and quantities, enforcing alignment with grade and specifications.
• Coordinated inventory audits to align supply levels with production schedule.
• Established and adjusted control systems to provide operations sequence falls in line with commissioning requirements.
• Complied with client and contract KPIs, attending weekly and monthly contract performance reviews.

Responsible for the Management of the Plant for Injection Molding Process

Areas reported directly (Process, Production, Engineering, Maintenance, Planning and Supply Chain)

Follow up KPI´s for Management.

Improvement best practices to achieve 90 % of productivity OEE

• Provided organizational leadership and established business vision to achieve sales, profit and revenue goals.
• Conferred with board of directors to establish values and mission.
• Implemented operational strategies to build customer loyalty and retention.
• Inspected new products to assess quality and preparedness.
• Provided leadership to develop business plans and promote organizational vision.

Start up new Plant transferring all equipment from Chicago to Apodaca Plant.

Injection Process, Machinery, Stamping, Assembly, Packaging

Areas reported directly (Process, Production, Engineering, maintenance, Scheduler and Warehouse)

• Developed and implemented strategies to drive business unit performance.
• Managed the budgeting process for the business unit, including forecasting and resource allocation.
• Monitored customer feedback to improve product quality and services offered.
• Reviewed existing processes and identified opportunities for cost savings and improved customer service levels.

Administration of Production and Maintenances areas with 20 stamping machines, Implementing Best Practices, Lean Manufacturing Projects, 5Ss and Continuous Improvement activities to achieve 80 % of OEE.

Areas reported directly (Process, Production, Engineering, maintenance, Scheduler and Warehouse)

• Directed day-to-day operations by spearheading implementation of short-term and long-term strategies to achieve business plan and profitability goals.
• Developed and implemented operational procedures to ensure quality standards are met.
• Identified areas of deficiency and performed root-cause analysis to solve problems.

Industrial Automotive Injection Molding & Assembly Harnesses

Production Manager From 2006 to 2009

Quality Manager  From 2001 to 2006 
SQE General Supervisor  From 1997 to 2001
Material General Supervisor  From 1994 to 1997

Production Supervisor From 1990 to 1994

• Strategized long-term business needs and applied customer feedback for process improvements.
• Reduced process lags by managing employees and training on best practices to ensure optimal productivity.
• Cultivated culture of lean manufacturing and continuous improvement while providing operational leadership.