Saúl Galindo Lemus

Experience

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  Federal-Mogul Powertrain

  Jan 2007 - Jan 2014

  • I reduced scrap rate 48%, from 35,000 USD to 18,000 USD with projects under the DMAIC methodology for the top 10 defects. • I improved OEE 10%, from 78% to 88% using the support of MRO (Maintenance, Repair and Operations) for critical spare parts. Reducing the number of SMED changes, grouping in the same production cell, assemblies with similar manufacturing routes.• I increased productivity 25% with automation projects in manual operation lines under DMAIC methodology, e.g., from 60 pcs/hour output (manual operation) to 180 pcs/hour output (automation) • I increase Fill Rate for Europe 20%, from 80% to 100%, with inventory control, physical validations, WIP vs ERP, and fulfilling production schedule. Reducing the number of SMED changes, grouping assemblies in the same production cell, with similar manufacturing route.• I reduced 40% Negative Inventory Variation (WIP), from 430,000 USD to 258,000 USD, debugging ERP registry errors on semi-finished products storage location, cyclical counts contrasting WIP vs ERP, counting to validate quantities of components before entering to the process, on time notification of manufactured parts at each stage of the production process, and on time notification of scrap to eliminate residual inventory.• I got the Caterpillar Bronze Level Certification process approved, that certification was critical for maintaining business and sales of 33,000,000 USD, accrediting all particular and specific requirements of Caterpillar and ISOTS 16949 Show less

  • Head of Production

    Jan 2012 - Jan 2014

  • Assembly Production Supervisor

    Jan 2010 - Jan 2012

  • Quality Engineer

    Jan 2009 - Jan 2010

  • Ceramics Production Supervisor

    Jan 2008 - Jan 2009

  • Quality Assurance Supervisor

    Jan 2007 - Jan 2008
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  Bocar Group

  Jan 2014 - Jan 2021

  Senior Production Supervisor

  • I increased productivity in the CNC (Computer Numerical Control) machining cycles of products with high demand by developing new tools and improving process times, which:o Increased the number of parts manufactured by 20%o Avoided the purchase of new machinery.o Avoided the increase of overtime on weekends.• I contributed to the increase in sales, by launching the production process of more than 14 numbers of new parts for engine and transmission manufacturers, obtaining good ratings in deliveries, quality, and times, which were the basis for more launches in the Mexico City plant, supported by quality and delivery recognitions given by Honda, GM, Ford, Nissan, and VW.• I reduced the manufacturing cost by 12% due to breakage of diamond tools, improved the system to hold the piece, developed a maintenance plan for the sensor systems and anti-collision software, and increased the training of operators for tool care practices and the operation of CNC equipment.• I got top clients quality certification under their strictest work standards, thereby maintaining business relationships because, in their billing requirements, it is necessary for suppliers to have ISO certifications and those of each client. For example: Honda, GM, Ford, Nissan, VW, Borg Warner, among others Show less

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  Hyperion Materials & Techologies

  Jan 2022 - Jan 2023

  Value Stream Manager (Production / Quality / Raw Materials / Spare parts & Consumables)

  • Production. - I achieved an increase in productivity of 41% compared to the previous year in a period of 90 days, increasing the weekly production volume from 12 million pieces to 17 million, without increasing the workforce and with a 35% reduction in overtime.• I increased the monthly revenue from 1,500,000 USD to 2,000,000 USD, as a result of the same actions as in the previous point.• I optimized the tooling change times in the pressing process, from 2.5 hours to 45 minutes on average, through improvements on the Rapid Change Model with the SMED methodology, supported by adherence to the production program, times of execution, and synchronization, mainly by improving the preparation steps. The optimization improved the weekly availability 15%.• Quality. - I reduced scrap from 6.3% to 2.7%, thereby increasing the service level by 15% and production volume, improving delivery time.• I implemented root cause analysis to be able to deliver products that were more than 7 months late, due to quality defects, avoiding the cancellation of orders worth 400,000 USD.• Raw Materials. - I designed, developed, and implemented an Inventory Variations Control with support for a strategy that reduce the negative variation; from 7% to 0.25% with actions as follows: traking of negative variation causes, FIFO impementation, monthly and cyclical counts, adherence to production program, improvements in recicled material handling, development of standard work for activities of control.• I established the standardization of the raw material cycle processes in the internal value stream to reduce inefficiency in three aspects: the costs of 750,000 USD due to the incorrect processing classification of recycled material, errors in operational handling, causing stoppages for more than 120 hours per week, inventory adjustments of 50,000 USD per month due to incorrect information of the operational area. Show less