Alejandro González

Results-driven Plant Manager with over 10 years of experience in manufacturing leadership and operations management. Proven expertise in P&L oversight, achieving a 21% increase in profitability at Mergon Group and enhancing operational efficiency by 90%. Known for implementing lean manufacturing initiatives that reduce waste and improve productivity significantly.

Committed to fostering a zero-accident culture, achieving 950 accident-free days. Prepared to leverage strong leadership skills and a focus on continuous improvement to drive success in a dynamic manufacturing environment.

General Manager at Mergon Group (2022-06 – Present)

Oversaw comprehensive P&L management for Mergon Mexico, optimizing profitability by 21%. Championed a zero-accident health and safety program, achieving 950 accident-free days. Directed lean manufacturing initiatives, significantly reducing waste and boosting productivity by 75%.

• Oversaw comprehensive P&L management for Mergon Mexico, optimizing profitability by 21%
• Championed a zero-accident health and safety program, achieving 950 accident-free days
• Directed lean manufacturing initiatives, significantly reducing waste and boosting productivity by 75%
• Implemented and monitored plant KPIs, increasing overall operational efficiency by 90%
• Managed the successful launch of operations, sales, and NPI for automotive customers in the USA and Mexico
• Coordinated multiple certifications, including GPTW, ISO 45000, 14001, 9001, and IATF, ensuring compliance and quality across all areas
• Spearheaded the greenfield startup, including machinery installation and plant layout definition, enhancing operational efficiency

Program Management and Manufacturing Director at TI Fluid Systems (2018-08 – 2022-06)

Served as Program Manager Director and General Manager Mexico, acting as Commercial Director for 16 months at TI Fluid Systems in Auburn Hills, Michigan. Held full P&L responsibility for operations in Mexico.

• Served as Program Manager Director and General Manager Mexico, acting as Commercial Director for 16 months at TI Fluid Systems in Auburn Hills, Michigan
• Held full P&L responsibility for operations in Mexico
• Supervised and managed the plant KPI metrics, enhancing operational accountability
• Led the site's health and safety initiatives with a zero-tolerance approach to accidents
• Drove lean manufacturing practices on-site, utilizing Kanban, Heijunka, and Gemba methodologies
• Supported global and regional strategies for standardization across operations
• Oversaw a plant and project Capex totaling €50 million, ensuring effective management of capital expenditures
• Achieved budget targets with a 10% year-over-year improvement
• Facilitated union negotiations to secure favorable labor agreements
• Directed budget activities for plant Capex and new launches, improving financial planning
• Led regional program management, overseeing the APQP process and customer milestones
• Managed capital and tooling projects, including Capex forecast follow-up from PO to cash and customer tooling management
• Implemented programs, ensuring thorough follow-up on design revisions and manufacturing feasibility assessments
• Executed trial plans within budget, collaborating with core teams to meet Capex targets and manage intangible expenses
• Implemented key core tools, ensuring global standards, executing KKT training, standardization, and procedure enhancements
• Promoted innovation in processes to support new technologies, improving P&L results and meeting customer specifications
• Maintained commercial responsibility for Mexican customers, advancing customer satisfaction and service quality

North America Manufacturing Director and Mexico General Manager at TI Fluid Systems (2014-11 – 2018-07)

Managed comprehensive P&L oversight, achieving a 10% year-over-year improvement in KPIs through strategic leadership and operational enhancements. Directed the greenfield construction and successful launch of the Puebla facility.

• Managed comprehensive P&L oversight, achieving a 10% year-over-year improvement in KPIs through strategic leadership and operational enhancements
• Directed the greenfield construction and successful launch of the Puebla facility, managing the budget, timeline, hiring processes, permits, union negotiations, and Capex
• Supervised the expedited transfer of equipment from the USA and Brazil to Mexico, minimizing disruptions and ensuring budget compliance
• Developed and executed technical training partnerships with key universities in San Luis Potosí, enhancing workforce skills and recruitment initiatives
• Implemented lean manufacturing initiatives, reducing waste by 30% and improving quality metrics
• Oversaw Capex projects totaling $50 million, ensuring timely and budget-conscious facility upgrades
• Negotiated labor agreements with unions, fostering improved labor relations and cost-efficiency

Regional Excellence Manufacturing Manager Americas at TI Fluid Systems (2013-10 – 2014-10)

Implemented lean manufacturing tools throughout the region, enhancing operational efficiency. Led the deployment of key lean initiatives across factories, driving a culture of continuous improvement.

• Implemented lean manufacturing tools throughout the region, enhancing operational efficiency
• Led the deployment of key lean initiatives across factories, driving a culture of continuous improvement
• Developed and established essential pillars to support regional lean strategies and enhance KKT (Key Performance Indicators) effectiveness
• Created KPIs to measure the regional progress of lean tools, ensuring ongoing evaluation
• Facilitated cultural change initiatives, reinforcing a mindset of improvement across the organization
• Spearheaded the introduction of new technology to enhance operational processes and support evolving customer needs
• Championed P&L improvements through strategic application of lean tools, including labor and inventory reductions
• Executed core tools implementation, establishing global standards and facilitating KKT training to optimize current processes
• Drove lean initiatives, achieving an 85% improvement in efficiency across TI Fluid Systems Americas
• Developed and implemented a regional lean strategy, establishing KPIs that boosted production quality by 50%
• Fostered a culture of continuous improvement among 600 employees through targeted training and leadership
• Implemented innovative technologies that reduced labor costs by 10% while optimizing inventory levels across multiple facilities

Supply Chain, Purchasing and Lean Manufacturing Manager Mercosur at OPmobility (2011-12 – 2013-10)

Implemented lean manufacturing tools across the region, enhancing overall operational effectiveness. Directed the implementation of key lean tools in factories throughout the Mercosur region.

• Implemented lean manufacturing tools across the region, enhancing overall operational effectiveness
• Directed the implementation of key lean tools in factories throughout the Mercosur region
• Executed a comprehensive lean strategy to streamline processes and reduce waste
• Followed the defined pillars to support regional strategy, establishing and developing KKT metrics
• Created KPIs to measure progress of lean tools in the region, ensuring continuous improvement
• Fostered and supported cultural change initiatives to enhance operational effectiveness
• Enhanced P&L performance through the application of lean manufacturing tools, focusing on reductions in labor and inventory
• Implemented Kanban systems across the Mercosur area to enhance inventory control and minimize stock levels
• Spearheaded the SAP system implementation across the region, optimizing supply chain management
• Led and supported all P&L activities aimed at improving cash flow and capital investment

Process and Maintenance Manager at OPmobility (2009-12 – 2011-11)

Directed maintenance activities within the plant, ensuring operational reliability. Implemented MTTR (Mean Time to Repair) and MTBF (Mean Time Between Failures) tools for effective tracking and improvement.

• Directed maintenance activities within the plant, ensuring operational reliability
• Implemented MTTR (Mean Time to Repair) and MTBF (Mean Time Between Failures) tools for effective tracking and improvement
• Developed root cause analysis tools for evaluating maintenance failures and prevention strategies
• Managed the maintenance budget and tracking of spare part expenditures
• Applied SMED (Single-Minute Exchange of Die) philosophy to minimize changeover times and resource usage
• Established a comprehensive training plan focusing on KKT metrics, enhancing team skills and operational knowledge
• Achieved annual improvements in P&L results, ranging from 5% to 15%

Industrial Manufacturing Engineer in Industrial Manufacturing Engineering – Instituto Tecnológico de Saltillo (2001-01 – 2001-01)

MBA in Business Administration – Universidad Autonoma de Coahuila (2009-01 – 2012-06)