Eduardo Bonilla

Engine Plant - Power Train Division Subordinates: 7 managers (Die Casting, Machining, Engine Assembly, Equipment Maintenance, Engine Quality, Manufacturing Control and New Model) / 500 production associates (including staff) in Engine Plant. Role: General Management of Engine Manufacturing in Honda de México Celaya’s Complex. Responsibilities: • General administration of Engine Plant’s production. • Manufacturing Division Budget control. • Division’s Business Plan implementation and promotion. • Long Term Planning.

Transmission Plant - Power Train Division. Subordinates: 7 managers (Die Casting, Aluminum Machining, Pulley Machining, Mission Assembly, Equipment Maintenance, Production Engineering and Safety & Environment) / 1,100 production associates (including staff) in TM Plant. Role: Management of Transmission Manufacturing in Celaya’s Complex. Responsibilities: • General administration of TM Plant’s production. • Manufacturing Division Budget control. • Division’s Business Plan implementation and promotion. • Long Term Planning. Achievements: • Improving the scrap ratio in PLMC and ALMC (less than 2%). • Improving Mfg. Div. Departments organization structure. • Eliminating the need of producing in 3rd shift by increasing the production efficiency in HPDC, ALMC and PLMC. • Increasing the problem analysis capability in Mfg. Division. • Implementing and promoting motivation up initiatives to reduce turn over and absenteeism.

Transmission Plant - Planning Division. Subordinates: 5 managers (PLNG. PC, MS, SCM and NM) / 65 direct staff associates. Role: Overall management of Planning Division, in charge of Planning, Production Control, Material Service and Supply Chain and New Model at the new Transmission Plant in Celaya. Responsibilities: • General administration of Planning Division. • Division’s Business Plan implementation. • Long Term Planning. Achievements: • Hiring more than 300 associates for core staff and management levels. • Achieving a smooth startup of new Transmission Plant operation. • Stabilizing CVT production up to maximum capacity (1,400 u/d).

Post: Department Manager Subordinates: 350 associates Role: Overall management control of the department. Responsibilities: • Department’s general business plan issuance. • Department’s goal achievement control and supervision. • Department’s budget control. • Personnel management. • Technical training to department’s associates. • Automobile Plant quality control coordination. • Company internal audits development. • Regulation compliance. • New Model introduction team member (permanent) • Monthly and quarterly reports to Top Management. Achievements: • Increasing production capacity from 210 up to 250 units per day (CR-V) by creating a new Door Subassembly line (in a 2nd. Floor) and expanding Frame Assembly main line (240 feet). • I was able to eliminate all “Red Ergo” processes in Assembly line by improving process design and implementing devices to lift and assembly heavy parts such as Sun Roof, Ins. Panel, Rear Suspension, Exhaust Pipe, Battery, Tires, Seats, Doors, etc. • Under my leadership, the Assembly Department organization was restructured to be able to detect defects inside the line by creating Quality Gates. As a result, the quality indicators were improved from 60 to 85% Direct Pass.

Post: Department Manager Subordinates: 75 direct staff associates Role: Overall management of the VQ Department. Responsibilities: • Department’s general business plan issuance. • Department’s goal achievement control and supervision. • Department’s budget control. • Personnel control. • Technical training to department associates. • Automobile Plant quality control coordination. • Company internal audits development. • Regulation compliance. • New Model introduction team member (permanent) • Monthly and quarterly reports to directors. Achievements: • Level up the defects detection capabilities and criteria among both shifts in Vehicular Quality Department. • Increasing the technical level of the Quality Inspectors applying Statistic Process Control. • Stabilizing the Rejections per Unit (RPU) rate and Global Direct Pass (GDP) by feeding back quality issues to manufacturing departments and promoting quick analysis and C/Ms application.

Post: Department’s Manager Subordinates: 7 direct associates Role: Overall management of the department. Responsibilities: • General department’s administration. • Department’s general business plan issuance. • Department’s goals achievement control and supervision. • Department’s budget control • Department’s personnel control. • Technical training to department associates. • Plant wide parts’ design changes application management. • Plant wide bill of material (BOM) accuracy control. • Specification drawing administration. • Product Engineering control. • Plant wide Honda Engineering Standards (HES) control. • Monthly and quarterly reports to Top Management. Achievements: • Becoming self-reliant from Honda of America’s technical support, reducing 1 million dollars per year. • Increasing the accuracy of the Bill of Material prior Mass Production start up, reducing the New Model “Spike” on Design Change related issues. • Increasing the overall technical level of the associates on specifications management in Auto Plant. • Implementing PC-Pack system (MRP) to manage BOM and parts ordering system.

Post: Department’s Coordinator Subordinates: 5 direct associates Role: Overall management of the department in order to guarantee the quality of the parts to be supplied to the line. Responsibilities: • General coordination of the department. • Department’s activities supervision towards achieving goals. • Design department’s business plan. • Trouble reports issuance to suppliers, both Local and US. • Supplier’s evaluation. • Quality Assurance Verification (QAV) audits to Mexican Local and US suppliers. • Monthly report to top management Achievements: • Reducing the quantity of Trouble Reports issued to Local Suppliers through QAV activities. • Reducing the Parts Rejection Rate from manufacturing departments through parts reception inspection. • Reducing parts hand working by feeding back to Local and US Suppliers.

Post: Testing Engineer (from Jan. 1999 to Apr. 1999) Role: Guarantee the accomplishment of the finished product to fulfill the required regulations for certification. Responsibilities: • Emissions and noise testing to the finished product. • Provide feedback to certification area related to emission and noise matters. • Issue emission’s reports to PROFEPA. • Internal and external emissions audits’ support. • Emissions related problem analysis. • Reports issue. Achievements: • Sending Emission Reports to PROFEPA (Environmental Protection Federal Office) timely manner. • Increasing the capacity for testing finished product from 5 to 10 units per day Post: Vehicular Quality Engineer (from Oct. 1998 to Jan. 1999) Role: Guaranteeing the quality of the finished product (Accord 4D) Responsibilities: • Complete Body Unit (CBU) inspection. • Equipment calibration. • Pre-delivery inspection. • Quality problems analysis. • Reports making. • Feedback to related areas. Achievements: • Increasing the detection level at Exterior Inspection Area by improving the lightning conditions in the area. • Establishing “Double Check” confirmation on Chassis (under body) Inspection reducing the quantity of low torque related problems.