BADER DE MEXICO Automotive leather, widest range of uses inside the automobile: like a seat cover, armrest, steering wheel, door trim, dashboard, gearshift Bader produces a variety of leather types with individual features. Some of Our Clients: BMW. GM, M Benz, VW, JCI, Faurecia, Ford, Toyota
ISO / TS 16949:2009, ISO 14001 Coordinator, Quality Systems Manager
AIAG Core Tools correct planning, development and implantation of the Quality Assurance System including the new projects. (APQP practices). Lead assessor and consulting regarding Quality and Engineering issues. According with the requirements of the ISO/TS 16949:2009 in order to get successful Audits by third part (TÜV RHEINLAND DE MÉXICO). And make sure of continues improvement has been implemented.
Areas of supervision: Quality, Production, Process Engineering, Maintenance
Reporting to: Director Plant and Corporative Quality Director
My Staff: 5 Qty Engineers and 14 Auditors, Manufacture Eng.
Achievements:
*.- Sewing Area Certification According with TS 16949 requirements,
*.-Migrate to Intranet System of Layered process Audits System,
*.-Surveillance and Recertification Qty Audits 100% Successfully,
*-Map Process and Lean manufacturing techniques applied in most important manufacture areas, getting as a result savings with impact in financial report.
*.- Implementation of Advanced Statistical tools, SPC Using Minitab
EN BADER DE MEXICO:
Parte de un comunicado de mi parte a la planta
Desde que inició mi relación laboral con BADER, entendí que fui contratado inicialmente con la MISIÓN del Diseño e Implantación de un Sistema de Calidad que cumpliera con los requerimiento de TS 16949 para el área de costura, ESTO SE LOGRO GRACIAS AL TRABAJO E INTERACCIÓN DE LA MAYORÍA DE QUIENES PARTICIPAMOS EN ESE PROYECTO, Y AUN A PESAR DE ALGUNOS FALTANTES. ES UN HECHO COMPROBABLE QUE EL AREA DE COSTURA FUE LA ÚNICA QUE DURANTE LA AUDITORIA EXTERNA DE TS EL PASADO 7 Y 8 DE SEPTIEMBRE 2009 PASO SIN NINGUNA OBSERVACIÓN POR ESCRITO DEL EQUIPO AUDITOR, No significa desde luego, que ya esta al 100 %, sin embargo es el área de la empresa que muestra mayor grado de entendimiento y madurez en su sistema de calidad. La organización me confío también la coordinación del sistema de calidad TS de todas las áreas. y también es un hecho comprobable que durante la auditoria externa al sistema (7 y 8 de Sept), si bien nos encontraron 3 hallazgos menores, también el equipo auditor reporto un AVANCE SIGNIFICATIVO en la madurez y apego a los requerimientos del estándar esto nos permitió PASAR LA AUDITORIA DE SEGUIMIENTO CON ÉXITO. Para mi es claro que este resultado fué producto del empuje y compromiso Gerencial y de Dirección. En lo personal , ambos eventos son satisfacciones profesionales
EN AUTOLIV:
CARTA DEL DIRECTOR EN TURNO AL FABIAN
Nov. 2002 – May 2006 (Full Time)
Autoliv México Automotive Safety Products, a worldwide leader in automotive safety,
Seatbelts and Airbags, and technology leader with the widest product offering for automotive safety
Some Our Clients: GM, CHRYSLER, FORD, VW, M BENZ, NISSAN, BMW, etc
Senior Quality Manager
Correct Quality Core Tools application; SPC – APQP Coordinator, Layered Process / Surveillance
and Recertification TS 16949 Audits, Six -Sigma Lean Projects. PFMEA Updates; PPAP Sign off,
Performance and validate the Internal / External Quality Audits according with valid Schedule in conformity with ISO/TS 16949:2002 requirements, and Monitoring the Customers Qty Audits (as tier -1),with emphasis in manufacturing process control, tracking corrective actions until successful close down CAR^S, sometimes with Lean applications. SPC floor implantation and evaluation, Support and training in statistical tools for quality engineers in order to get process control and effectively problems analysis. Leadership and support the Six Sigma, Lean and Kaizen Projects.
Areas of supervision: Quality, Production, Process Engineering, Maintenance, Product Eng, New
Projects as Business Feasibility.
Reporting to: Director Plant and Corporative Quality Director
My Staff: 8 Qty Engineers and 14 Auditors, 3 Supervisors and 3 Manufacture Eng.
Achievements:
External Qty Audits 100 % Successfully, Internal Process Audits was closed with
100 % of Corrective Action Reports (CAR`S) tracking using Intranet Systems.
Kaizen Events was
Applied a Lesson Learned in similar production cells, Implementation of Intranet Tracking of LPA`S
getting as a result a 100 % of effectiveness of properly Corrective Actions Implementation and
Recurrence Preventions.
Properly implementation of SPC in 100 % of manufacture cells, Reduction of
WIP until one piece flow, and operations100 % Free of Errors using devices as POKAPOKE Level 1,
(Optical sensors) in cells with Six Sigma – Lean Projects implementation. At least 2 projects
EN TRIM SYSTEMS:
MUESTRO SOLO LOS PRINCIPALES
