Celso Caballero

Experience

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  TI Automotive

  Jan 2000 - Dec 2006

  Promoted to hold full responsibility to manage the General Motors Account which represented 60 % of the division sales. For this position I was relocated to the corporate offices in Warren Michigan. Selected Accomplishments:• Successful Management of GM programs; GMT 800, GMT 360, GMT 370, GMT 610 & GMT 560 with GM Mexican Engineers and for Chrysler; DC/DH, JK, XK,WK, XH & WH• Winner of the 2004 global idea of the year that consisted on developing a universal shipping cap to replace specific caps currently in use, to reduce tooling capital investment and cost.• Assigned to support Mfg. Plant milestones for the first two programs the division won with Ford Motors Company; U251 & D3 which were successfully launched. Show less Promoted to hold full responsibility for manufacturing, quality, cost and delivery to Tier 1 customers; GM, Mitsubishi, and Nissan, within 55,000 sq. ft plant with workforce of 230 direct people and 60 Indirect/Staff and revenues of $ 30 Million/year. Supervising full staff including; Operations Manager, HR, Controller, Engineering, APQP Manager, Lean Manager and Quality Manager; worked with US Colleagues, corporate/Sales executives and engineering to build and sustain operation growth. Conduct Monthly reviews with Operations Director and Corporate Finance controller to cover key areas, including P&L, goals attainment, variance analysis and staffing. Selected Accomplishments:• Operation productivity improvement from 65% to 85% in one year through the use of lean manufacturing tools such as material flow, Kan Ban, , U shape work cells layout and 5´s • Operation goals achieved. 100% On time Delivery, Less than 25 PPM goal in Quality ( 8 PPM), $ 7K in premium freight, Less than 14 days of Total Inventory, 1.60 for Labor Quotient (Hours gained/ Total worked hours).• Flex Manufacturing Profit met executing cost savings projects managed by staff members on key operation acconts; Freight, Packaging, Electric Power, Lubricants and Gas.• Launch of new platforms GMT 370 and GMT 610 on 2002 for GM, increasing in 40% the operation. New technology introduced such as CNC benders, fully error proofed assembly tables and tube coating technology. Show less

  • Program Manager

    Dec 2002 - Dec 2006

  • Plant Manager

    Jan 2000 - Jan 2003
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  Eaton's Vehicle Group

  May 2007 - Dec 2011

  Program Manager

  Interface with Functional Managers in Plant and Headquarters sites for execution of project milestones and deliverables for flawless products launches. Application of the Prolaunch methodology for new product development projects and transfers. Selected Accomplishments:• Management of avg. 20 new products development projects every year for Tier 1 Automotive tank manufacturers and limited products directly to Ford, FCA, VW, JLR & Porsche.• Management of 80 plastic molding tools transfer from main vendor Tessy Plastics to Elgin, UFE, Alco, Jaco & Wright Plastics.• Successful management of stranger project to introduce the Mechanical seal valve for the GM/Saturn VUE Hybrid vehicle.• Project leader for $30M operations plant transfer from Oxford MI to Reynosa Mexico. Representing an increment of 46 direct employees to the operation and 40% in revenue.• Leader of Kaizen events during 2010 to improve Mfg. work cells productivity, applying Lean tools such as; VSM, 5´s, Standardized Work, Continuous flow and set up reduction; increasing productivity from 62% to 78% of productivity improvement. Show less

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  Eaton Vehicle Group

  Jan 2012 - Aug 2017

  Factory Manager

  FACTORY MANAGER (Jan 2012- August 2017)Promoted to hold full responsibility to manage the Fuel Emissions Controls business, with annual revenue of $66M, to exceed profit plan goals, meet customer requirements on quality, delivery and service. Supervising staff including; Quality Manager, Manufacturing Engineering & Maintenance leader, Project Manager and Front Line Leaders. Selected Accomplishments:• Safety TRCR KPI achieved during 5 years of business management. Main actions taken were, completing the machine guarding assessment and remediation for high and medium safety risks identified. Also by closing EHS findings identified by production associates in less than 2 days and with the plan to identify safe and unsafe behaviors by everybody to recognize or correct them accordingly.• 50% of equipment down time reduction (From 8% to 4%) as result of set up operators development, PM plans ongoing reviews, Autonomous Maintenance plan development and obsolete mfg. equipment devices upgrade plan with Capital Projects.• Cost out projects driver. $880K US dollars saved executing 16 throughput increase projects and 40% reduction in destructive testing samples changing from 5 to 3.• A3 leader for Overtime reduction from 26% to 10% with functional managers accountability & Mfg. Equipment PM Initiatives.• Leader of High Performance teams project to align to the manufacturing team players with common Operation´s KPI & CI elelements; Process standardization, Visual Controls, Process checks, Daily Accountability, Manning Strategy and CI for everyone Show less

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  Eaton's Vehicle Group

  Aug 2016 - Jan 2017

  Acting HR Manager

  Temporary additional responsibilities assumed as acting HR manager role with full responsibility for labor relations, direct and salary recruitment and selection, training and development, communication, cafeteria service coordination, diversity and integration events & communities support. High turnover and training challenges addressed as well as the high overtime levels problem.

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  Eaton

  Jan 2018 - Jan 2019

  Operations Manager

  Responsible to manage $65M USD operation manufacturing electrical wiring devices for residential and industrial applications for domestic and export customers. Operation with 620 direct employees working in plastic injection, metal stamping, thermoset and assembly processes in three shifts. Accomplishments; Increased schedule attainment from 90% to 95% through Business Improvement Process project for Production scheduling and efficiency improvement from 72% to 77% with set up reduction projects for plastic molding tooling and final assembly work cells. Show less

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  Regal Rexnord

  May 2021 - May 2022

  Operations manager VSM

  • Responsible to manage Monterrey II assembly operation with 130 direct employees with annual revenue of $80M; to exceed profit plan goals and meet customer requirements on quality, delivery, and service. Selected Accomplishments. • Reduction in $1M USD in past due orders by improving production planning process and defining visual management tools for execution. OTD increased from 73% to 85%.• Reduction in $120K USD in scrap by defining process to recycle plastic parts.• Productivity improvement from 68% to 95% with 50% direct labor reduction using visual management process, production floor layout change, best assembly practices standardization, 6´s and VDM. Show less

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  Kepacrepa

  May 2022 - now

  Franquiciatario Kepacrepa

  Franquiciatario Kepacrepa, sucursales Patio Centrika y Patio Lincoln Monterrey N.L.