Miguel Arredondo

Operations Consultant at Mexico Operations & Supply Chain Problem Solving
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Contact Information
us****@****om
(386) 825-5501
Location
Monterrey, Nuevo León, Mexico, MX
Languages
  • Spanish Native or bilingual proficiency
  • English Native or bilingual proficiency
Skills

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Gilberto Garcia

I had the opportunity to work with Miguel in my time at Methode Monterrey, his plant supply 85% of the plastic and paint components to my plant, in the beginning his plant has a lot of quality and delivery opportunities, but Miguel and his team was able to turnaround the plant perfomance by implemented the right strategies and systems. Miguel is a strong leader and great team player with a lot of experience and will be an excellent addition to any organization.

Miguel Mata

Tuve la oportunidad de trabajar con Miguel Arredondo, su liderazgo y enfoque a resultados son su principal característica. Logra integrar su equipo de trabajo y conectar con todos los niveles su cargo, logrando siempre compromiso y excelente desempeño. Su capacidad para tomar decisiones es fundamental. Miguel Arredondo es una persona que recomiendo ampliamente por sus capacidades y su habilidades.

Cesar Fernando Carreon Fuantos

Tuve la oportunidad de trabajar directamente para el Ingeniero Arredondo y sin duda su orientación a resultados y su liderazgo nos llevó a todo el equipo a tener mejoras en cuanto a reducción de scrap y mejorar el margen y la productividad de nuestros proyectos tanto en producción como en lanzamiento, lo recomiendo ampliamente como un excelente lider y formador de equipos.

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Credentials

  • Project Management
    Harvard Business Publishing Education
    Feb, 2022
    - Nov, 2024
  • PMP® PMBOK Training Course
    Honeywell
    Apr, 2006
    - Nov, 2024
  • Lean Six Sigma Black Belt Training
    Stream Technologies @ Honeywell
    Nov, 2005
    - Nov, 2024
  • Management Skills
    ICAMI Centro de Formación y Perfeccionamiento Directivo
    Jun, 2001
    - Nov, 2024
  • Global Management
    University of Phoenix
    Apr, 1999
    - Nov, 2024

Experience

  • Mexico Operations & Supply Chain Problem Solving
    • Mexico
    • Operations Consulting
    • 1 - 100 Employee
    • Operations Consultant
      • Jan 2012 - Present

      * Subject Matter Expert Consulting on Supply Chain definition, Nearshoring – related matters: Assessment, Development. RFQ Assistance. (MX + US, 1/12 – Current) * 2021 Remote & Onsite Freelance Consulting, surveys, follow-up reports and feedback for Kearney, IPS Services, others. * Training Sr Instructor for Solma Soluciones. o Tijuana (´15): On-site Operations Assessment at an acquisition target for a Customized D2C Sportswear Manufacturer; follow-up roadmap to improve operational performance (Cost & Lead-Time to Customer Orders) and support growth plan. o Miami FL (’12), Working with Materials Manager, implemented ERP, prioritized Production Planning and Scheduling, improving machine utilization; and eliminating past-due backlog at an Engineered Plastic Components Manufacturer. * Sr Operations Consultant, Ambe Engineering (Automotive Consultants): o Bajío: Operational and System Assessment at Automotive Electric Motor Tier 1. ID’d Cost Reductions o Mexico City: Operational Assessment at Truck Fuel Tank Manufacturer. Identified Process, Cost Reduction Opportunities. o Saltillo: Heavy Truck Fluid Transfer Tier 1 Supply Chain issues, lacking standard work and frequent quality escapes. Traced to weak APQP and a poorly executed US transfer. Assisted on OEM Audit, recommended and helped with Corrective Actions. Show less

  • ISGO MANUFACTURING
    • Mexico
    • Plastics Manufacturing
    • 1 - 100 Employee
    • Director for New Business & Projects
      • Sep 2021 - Present

      * Special Projects related to profitability and future growth. * Focused on profitability in light of Volatile 2021 environment: Achieved $800K+ in cost recovery so far. * Tier 1 Status at Stellantis, 2022 National Exporters' Award

    • Director of Operations
      • Dec 2018 - Oct 2021

      P&L responsible for 4 business units, while supporting aggressive Sales growth (40%) to US$90M, supported by $8M+ CapEx investments. Standardized key Processes to Support a Market-Centric reorganization. o Central Tool: New stand-alone unit after purchasing and consolidating a Canadian toolmaker. Work on Business Plan.o MTY: Restructure (staff replaced) to align with expected business. 30% Reduction in Labor Costs & idle equipment. o SLP: Realigned organization for efficiency. Achieved PO Supplier of the Year, Audi Tier 1 Status. o Puebla: Plant Start-Up with key OEM program. o Customers: Audi, GM; Most Auto T1s; for GM, Daimler, Ford, VW-Audi, Tesla, BMW, Nissan, Toyota, Honda, Rivian, CAT. Show less

  • NORMA Group
    • Germany
    • Industrial Machinery Manufacturing
    • 700 & Above Employee
    • Plant Manager
      • Sep 2017 - May 2018

      • ~400 people growing plant with complex Culture issues in Quality, Service, PM, CapEx allocation and Customers (Ford, FCA, BMW, VW, Daimler, Volvo and other Tier 1s) • Brought 9 different NPI programs back on schedule (out of 30+), addressing Program Management shorts. • Finalized a troubled Connectors BU transfer, starting new Injection Molding and Extrusion processes. • ~400 people growing plant with complex Culture issues in Quality, Service, PM, CapEx allocation and Customers (Ford, FCA, BMW, VW, Daimler, Volvo and other Tier 1s) • Brought 9 different NPI programs back on schedule (out of 30+), addressing Program Management shorts. • Finalized a troubled Connectors BU transfer, starting new Injection Molding and Extrusion processes.

  • MMI Engineered Solutions
    • Motor Vehicle Manufacturing
    • 1 - 100 Employee
    • Plant Manager
      • Jan 2016 - Sep 2017

      • Green Field to First Shipment in 10.5 months for a high-growth Private Company’s first international expansion; Navistar, Paccar. • Green Field to First Shipment in 10.5 months for a high-growth Private Company’s first international expansion; Navistar, Paccar.

  • Inteva Products
    • United States
    • Motor Vehicle Manufacturing
    • 700 & Above Employee
    • Injection Molding Manager
      • Aug 2014 - Jan 2016

      • Preventive Maintenance + Troubleshooting = Scrap -30% (98.8% Yield), OEE +12%; Mold C/O to 47 mins, Expenses cut 12%. • Scope: 360 people, 40 presses (up to 3000T) @ 92% Capacity; for GM, Daimler, Paccar, Navistar, VW, Tesla. • Preventive Maintenance + Troubleshooting = Scrap -30% (98.8% Yield), OEE +12%; Mold C/O to 47 mins, Expenses cut 12%. • Scope: 360 people, 40 presses (up to 3000T) @ 92% Capacity; for GM, Daimler, Paccar, Navistar, VW, Tesla.

  • Methode Electronics
    • United States
    • Appliances, Electrical, and Electronics Manufacturing
    • 700 & Above Employee
    • Plant Manager
      • Aug 2013 - Feb 2014

      • Executed on “Flying Pigs” Turnaround Plan returning to profitability in 7 months after 4 years in the red. • OEE: +13%; ePPMs -92%, iPPMs -77%; Scrap -35%; Mold Change-Over (SMED) -75%; DOS -17%; ISO/TS-16949 certification on 1st try. Scope: 3 Focus Factories, 2 buildings (130K ft2); ~700 people, 60 IM Cells (25-750T) + 4 Paint Lines + Assembly for Methode Electronics (Ford, GM), Electrolux, LG, GE-Mabe, Schneider • Executed on “Flying Pigs” Turnaround Plan returning to profitability in 7 months after 4 years in the red. • OEE: +13%; ePPMs -92%, iPPMs -77%; Scrap -35%; Mold Change-Over (SMED) -75%; DOS -17%; ISO/TS-16949 certification on 1st try. Scope: 3 Focus Factories, 2 buildings (130K ft2); ~700 people, 60 IM Cells (25-750T) + 4 Paint Lines + Assembly for Methode Electronics (Ford, GM), Electrolux, LG, GE-Mabe, Schneider

  • Nidec Leroy-Somer
    • France
    • Appliances, Electrical, and Electronics Manufacturing
    • 700 & Above Employee
    • Plant Manager
      • Mar 2013 - Aug 2013

      • Customer focus to win new business (CAT, Generac)  94% OTD, ePPMs -60%; restarted 12 late programs, Downtime -50% • Customer focus to win new business (CAT, Generac)  94% OTD, ePPMs -60%; restarted 12 late programs, Downtime -50%

  • TydenBrooks
    • United States
    • Transportation, Logistics, Supply Chain and Storage
    • 100 - 200 Employee
    • General Manager
      • May 2012 - Mar 2013

      • Improved Profitability by 34% at a plant that carried 75% of EBITDA for a P/E -owned Company ($36M Sales, 235 people) by realigning organizational roles to focus on KPIs and Customers + Lean Tools (OEE (40% to 82%) + other Lean tools. • Focus on transaction integrity + ERP Process alignment  Inventory Accuracy (40% to 90%+ in 3 mos) + No Losses ($1m/ yr). • Reduced Cost of Poor Quality by 30% through processes like MRB, Defect Triggers and effective Corrective Action. • Improved Profitability by 34% at a plant that carried 75% of EBITDA for a P/E -owned Company ($36M Sales, 235 people) by realigning organizational roles to focus on KPIs and Customers + Lean Tools (OEE (40% to 82%) + other Lean tools. • Focus on transaction integrity + ERP Process alignment  Inventory Accuracy (40% to 90%+ in 3 mos) + No Losses ($1m/ yr). • Reduced Cost of Poor Quality by 30% through processes like MRB, Defect Triggers and effective Corrective Action.

  • Lite-On Mobile Mechanical
    • Appliances, Electrical, and Electronics Manufacturing
    • 100 - 200 Employee
    • General Manager
      • May 2006 - Aug 2012

      • 180K sqft 1,200 ppl, Mold + Paint + Assembly + US legal entity. • Ops: Used of Lean-6Sigma tools to achieve major gains in a state-of-the-art operation  25% overall cost reduction, Cut Inventory by >50%,  21 DOS. • Sales: Designed, executed plan to leverage capabilities, broaden Customer-Base and improve Margins. 2011 Sales: $5M  $12M (PO) expanding into Automotive, Industrial, Appliances, Consumer markets. • Hired as Plant Engineering Manager (Plant Startup, Maintenance, Automation); then Paint Workshop Mgr) where we took quality to 6-Sigma Level, and fixed output to 500K pcs/wk. Promoted to Ops Manager (Molding + Paint + Assembly), implemented OEE. Show less

  • Honeywell
    • United States
    • Appliances, Electrical, and Electronics Manufacturing
    • 700 & Above Employee
    • Regional Commodity Manager
      • May 2004 - May 2006

      • Program Management + Supplier Development Role for Aerospace Product Transfers: Using a Supplier Capability vs a Part Spec Matrix, my 2 Program Managers and I achieved 18% average savings in over 100 Part Numbers. • Program Management + Supplier Development Role for Aerospace Product Transfers: Using a Supplier Capability vs a Part Spec Matrix, my 2 Program Managers and I achieved 18% average savings in over 100 Part Numbers.

  • Novares Group
    • France
    • Motor Vehicle Manufacturing
    • 700 & Above Employee
    • Engineering Manager
      • Sep 2002 - Mar 2004

      • Successfully led all Engineering functions (Product, Process (IM, Paint, Deco), Industrial, RFQ, NPI, CapEx) for 9 programs. • Customers: Pioneer Audio (Ford), Visteon (Ford, Jaguar), TRW (Dodge, Jeep). • Successfully led all Engineering functions (Product, Process (IM, Paint, Deco), Industrial, RFQ, NPI, CapEx) for 9 programs. • Customers: Pioneer Audio (Ford), Visteon (Ford, Jaguar), TRW (Dodge, Jeep).

  • Outokumpu
    • Finland
    • Mining
    • 700 & Above Employee
    • Plant Manager
      • Sep 2000 - Sep 2002

      Full P&L responsibility for small site. Used Lean, Visual Factory to eliminate backlog, increase Output by 165%, Productivity by 79%. Full P&L responsibility for small site. Used Lean, Visual Factory to eliminate backlog, increase Output by 165%, Productivity by 79%.

  • Thomas & Betts a member of the ABB Group
    • United States
    • Appliances, Electrical, and Electronics Manufacturing
    • 1 - 100 Employee
    • Engineering & Maintenance, Eng & QA Mgr
      • Sep 1999 - Sep 2000

      • Zamak Injection Process, leading a team of 24. Clean up KPI’s traceability. Overhaul QA Manual for ISO Recertification and better data analysis. Redefined Roles and Systemic approach under “project driven organization” focus. • PPMs down 50%; CoPQ halved to 2.6%; Customer Response times down from 1 week to 8 hours); Maintenance Headcount cut (35 people) with Service up. • Zamak Injection Process, leading a team of 24. Clean up KPI’s traceability. Overhaul QA Manual for ISO Recertification and better data analysis. Redefined Roles and Systemic approach under “project driven organization” focus. • PPMs down 50%; CoPQ halved to 2.6%; Customer Response times down from 1 week to 8 hours); Maintenance Headcount cut (35 people) with Service up.

  • Mattel, Inc.
    • United States
    • Manufacturing
    • 700 & Above Employee
    • Plant Engineering Representative / Product Engineer
      • Jun 1992 - Sep 1999

      • HQ-based Plant - Product Development Team Liaison (PM role) ; Transfers Support (US, MX, EU). Led 8 wk (10%) time –to-market improvement with >95% On-Time Production Start Ups. • Previous Roles at the Plant: (6/92 - 12/96): Product Development Engineer, Packaging Engineer. • HQ-based Plant - Product Development Team Liaison (PM role) ; Transfers Support (US, MX, EU). Led 8 wk (10%) time –to-market improvement with >95% On-Time Production Start Ups. • Previous Roles at the Plant: (6/92 - 12/96): Product Development Engineer, Packaging Engineer.

Education

  • Universidad de Monterrey
    Bachelor of Arts (BA), Industrial Design
    1987 - 1991
  • ThePower Business School
    Executive MBA, Business and Entrepreneurship
    2022 - 2023

Community

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