Humberto Gomez A.

Responsible for the complete sealing and fluid & brake operations for Guaymas, Sonora and Torreon, Coahuila assembly plants with high and low volume production in two facilities, with a headcount of 1300 DL and 200 IDL. In charge of the administrative and manufacturing activities of both facilities, leading the transformation of the plants from production lines to manufacturing cells for improvements in output, costs and quality, establishing KPIs and reports in order to control the adherence to budget, production schedules and deliveries on time, supporting operational departments in costs reductions projects and with its Continuous Improvements programs. Operational/Financial Achievements: • Savings for $5 M dollars in 2012 by implementation of Continuous Improvement, VSM and Lean methodologies, reducing 2 shifts out of 4, improving efficiency, reducing wastes, Increasing On-time delivery from 80 to 99%. • Implementation of BTO with TWI improving KPI’s mainly safety, efficiency, delivery, absenteeism and turnover. • Due to my performance with the operation in Guaymas I was required to support another plants as Juarez sealing, Empalme fluid & brakes and Atlacomulco fluid transfer hoses to get analysis and turnaround of the plants improving KPI’s leading recovery plans with successful results on all sites, and Torreon plant was assigned under my responsibility improving On time delivery from 85 to 95%, quality reducing complains and improving internal rejections as FTQ from 90 to 95%, efficiency from 75 to 98%, inventory accuracy from 70 to 90% after SAP implementation and providing internal controls to material handlers and materials coordinators.

• Startup of the operation in Guaymas area, implementing warehouse home-made system to provide warehouse services and VMI, as well as transportation (FTL and LTL). • Sales in Sonora for all services growing with another building at Hermosillo providing logistics and materials management service till point of use to manufacturing plants.

Responsible for the complete wire harnesses operations including P&L with high and low volume production in three facilities, with a headcount of 1000 DL and 250 IDL. In charge of the administrative and manufacturing activities of one facility, leading the transformation of the plant supporting operational departments with continuous improvement programs obtaining successful results in output, costs and quality, establishing KPIs in order to control the adherence to budget, production schedules and deliveries on time. Operational/Financial Achievements: • Savings for $15 M dollars between 2000 and 2002 by implementation of Continuous Improvement, VSM and Lean methodologies, reducing all wastes. • Being the best operation in 2001 from the 3 facilities due to performance improving KPI’s, inventory accuracy from 93 to 99% giving close to 1M dollars.