Dr. Salvador Nieto Sanchez

Bis 2016, GLOBAL DIRECTOR: Manufacturing Engineering – Gas GERMANY, Itron GmbH
Karlsruhe, Deutschland

Fähigkeiten und Kenntnisse

Studies markets trends
Hard-to-imitate resources development
Lean and SixSigma
TPS
QRQC
P&L
Real places parts data and team
Innovation
Multicultural experience
Systems oriented
intercultural competence
Multilingual
Restructuring
Turns operations around
Supply chain management
Continuous Improvement
Visual Manangement
Quality
Cost
Cycle Time
Profit
Product Transfer
Plant transfer
Managed people
New Product Introduction
Operations Management

Werdegang

Berufserfahrung von Salvador Nieto Sanchez

  • 2 Jahre und 9 Monate, Okt. 2013 - Juni 2016

    GLOBAL DIRECTOR: Manufacturing Engineering – Gas GERMANY

    Itron GmbH

    Delivering the manufacturing of the first 2 new smart gas meters Developing one-piece-flow, operator in motion final assembly/test processes Guiding of +500 projects on 5M€/year savings Managing ~500M€/year manufacturing cost Transferring products to Asia and Africa Redefined the 4-stages checklist to improve the introduction of new products Co-led industrial strategy and manufacturing footprint Restructuring of 2 sites Constructed the 3-steps Center of Excellence for Product Industrialization

  • 2 Jahre und 1 Monat, Sep. 2011 - Sep. 2013

    Head Consultant - GERMANY and MEXICO

    Nieto – Lean Consulting

    HEAD OF PROJECT, Try a Bite, Queretaro, Mexico Try a Bite was a students’ initiative and I coached them to start the business • Developed the business vision, model, and marketing strategy, the operations and the supplier base BOARD MEMBER, Kinder-Hoffnung für Lateinamerika eV, Mainz, Germany KHfL needed more financial resources to support projects in Latin America; I designed the marketing strategy • Assigned 2.4K€ to each of 3 associations in Argentina, 1 Peru, and 1 in Bolivia

  • 2 Jahre und 3 Monate, Juni 2009 - Aug. 2011

    GLOBAL HEAD: Director of Operational Excellence - GERMANY

    Merck Group

    Owner of the House of Operational Excellence on 4 business units, 22 sites, and Scorecard KP: processes in Strategy, Change, Production, Quality, Supply Chain, Innovation, and People • Implement “Think Global. Act Local”. Then, focused +120 teams on few SixSigma and SIOP global projects, delivering +20% of the scorecard target and 35M€ savings, and a management recognition • Automated +300 supply chain improvement projects (reservoir of ~215M€ of cost saving potentials)

  • 2 Jahre und 9 Monate, Sep. 2006 - Mai 2009

    GLOBAL HEAD – Director of Contract Manufacturing, Liquid Crystals - GERMANY

    Merck Group

    Deployed the international supply chain and set SAP to secure 150M€ of production of 150 single chemical Reduced inventory by 92% (12.5 to <1.0 M€) and speeded the qualification cycle 3.1X, from 527 to 170 days Achieved the target cost of <1€/gram , with ~100% quality to beat the profitability expectation in 2009 Coordinated the +30,000 value chains to improve the intercompany transfer prices of Liquid Crystals

  • 2 Jahre und 5 Monate, Jan. 2004 - Mai 2006

    SR. MANAGER – Supply Chain: New Products and Prototypes MEXICO

    Motorola Inc.

    Reduced RFQ Cycle from ~40 to ~6.7 days Increased customer satisfaction from 75% to 95% on 129 new products Consolidated 300M$ of raw material inventory of Motorola’s Broadband Increased inventory turns from 4 to 24, with an Inventory Health Index = 0.971 (ideal is 1) Redueced the response time between the site and the 3PL partner’s systems by ~1200% Submitted the idea for mining the 8D reports data; savings were estimated at ~1.4M$/year

  • 1 Jahr und 7 Monate, Juni 2002 - Dez. 2003

    SR. MANAGER – Plant Operations and Industrialization, MEXICO

    Motorola Inc.

    Returned to cost profitability the operation: 300M$/year, 750 people, and 350 Broadband products Reduced the conversion cost by 14% Led 3-years improvement plans on safety, quality, delivery, cost, TPS, Lean, development and training, and ISO re-certification Team satisfaction increased from 70% to +92% Improved productivity from 87% to 94% Reduced overheads by 1M$ Introduced ~2.3 new products/day Transferred 4 product lines to Mexico: 3 from the USA and 1 from Germany

  • 2 Jahre und 2 Monate, Juni 2000 - Juli 2002

    SR. OPS – Supply Chain, World Service Center, Automotive SQM/SQA

    Motorola Taiwan Inc.

    Stabilized the Asia operation for Mexico Ran the World Service Center Motorola-Automotive SQA for Asian suppliers Reduced 4-6% cost new products materials Saved ~1.33 M$/year on exchange rates US vs TWD Avoided customs’ fines (100-200K$/year) Incorporated 92 key Asian suppliers (~27M $/year) into VMI program Reduced 15% of in-transit time (~1.2M$/year) Increased customer satisfaction of the 5 repair centers by 20% Met the 5% Cost Plus target on the repair materials

  • 1 Jahr und 10 Monate, Aug. 1998 - Mai 2000

    MANAGER – Purchasing, Inventory, and Logistics, MEXICO

    Motorola Inc.

    Purchased 300M$/Year Electro/mechanical commodities IS&OPed 500M$/Year of materials Embedded the VMI program in business Added the top 20 account/suppliers (80% of purchasing value) in VMI program. Outsourced three sub-assemblies (~700K$/year) in Mexico Reached 100% raw materials OTIF Improved PPV 7-12%/year Quality reached ~95% Ship-to-Stock status Reduced -30% Inspection costs Achieved an Inventory Health Index of 0.95 Freed ~380m2 of warehousing Inventory turns went from 4 to ~20

  • 5 Jahre und 1 Monat, Juli 1993 - Juli 1998

    ASSISTANT – Research and Teaching USA

    Louisiana State University

    • Assistant to the Engineering Economy, Operations Research, Simulation classes • Researched: Algorithms to classify data into two disjoint groups. Funded by the U.S. Department of Energy Effects of several Lot-sizing techniques in ERP systems How to align Operations to the Business strategy Utilization of Fuzzy Numbers in Business

  • 2 Jahre und 6 Monate, Feb. 1991 - Juli 1993

    MANAGER – Supply Chain and Manufacturing Systems, MEXICO

    Motorola Inc.

    Managed supply chain (50M$/year) Order Entry MPS/MRP runs Inventory and Production Control Purchasing Logistic Receiving Warehouse Systems PITEX -Mexican Feeder Program Implemented Motorola's ERP Was plant acting manager

  • 8 Jahre und 8 Monate, Juni 1982 - Jan. 1991

    MANAGER– Industrial Engineering and Materials and Systems MEXICO

    Alcatel Mexico

    Launched the facility to manufactured PCB Developed and implemented the LAN-ERP system in 3 plants in Mexico. Managed: Planning and Manufacturability Quality Production (10M$) Materials and Systems Project Evaluation CapEx Plant’s KPIs Systems and user tests

  • 1 Jahr und 4 Monate, Feb. 1981 - Mai 1982

    Head Consultant - UK

    Precision Engineers - UK

    Programmed and maintained the CNC equipment

Ausbildung von Salvador Nieto Sanchez

  • 6 Jahre und 5 Monate, Aug. 1993 - Dez. 1999

    Industrial Engineering

    Louisiana State Univerisity

    Assistant Engineering Economy, Operations Research, Simulation Classify data into two disjoint groups. Funded by the U.S. DOE Effects of several Lot-sizing techniques in ERP systems How to align Operations to the Business strategy Utilization of Fuzzy Numbers in Business

  • 1 Jahr und 5 Monate, Jan. 1981 - Mai 1982

    Design, Programming, Machining of CNC Equipment

    UNIVERSITY OF MANCHESTER AT BOLTON, Bolton, England

    Design, Programming, Machining of CNC Equipment

  • 5 Jahre und 5 Monate, Aug. 1975 - Dez. 1980

    Industrial Engineering and Operations Research

    CENTRO NACIONAL DE ENSEÑANZA TÉCNICA INDUSTRIAL, Mexico City

    Industrial Engineering and Technical Teaching

Sprachen

  • Deutsch

    Grundlagen

  • Spanisch

    Muttersprache

  • Englisch

    Muttersprache

  • Französisch

    Fließend

  • Chinesisch

    Grundlagen

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