Salvador Aguilar

Built the injection area from an empty facility into a certified automotive operation under IATF 16949 — CAPEX >USD 2M, 12 automated lines, 70+ molds industrialized, programs for BMW, Audi, Volkswagen, and Nissan. Key results: Launched 20 automotive molds during COVID-19, absorbing 3–4 months of delays. two-shot lines at 100% capacity from SOP with ~4.8% scrap. Resolved critical chrome-plating defect on Mercedes-Benz front grille: scrap 50% → 8% in 10 weeks. Diagnosed a Nissan supply crisis — identified the real constraint in the system. Raised injection OEE to ~95% and scrap to <3%, eliminating injection-side variables that freed the chrome team to reduce their scrap from 50–60% to 18–20%. Built internal mold shop from scratch: maintenance costs down >30%, OEE impact from mold failures 5.0% → 2.3%. Developed 12 engineers from entry level. Average tenure: 6 years. 6 of 10 key positions filled through internal promotion.

Managed operations across 13 injection molding machines and 7 assembly lines, leading a team of 150+ employees in a fast-paced production environment.  Key results:  Led organizational redesign replacing dysfunctional shared supervision with an internally promoted frontline leadership model. Scrap: 9,000 ppm → 4,700 ppm. Plan attainment: 91% → 94% within the first year.  Improved operational efficiency by 30% and productivity by 20% on assembly lines through line balancing.

Seven-year progression to full area responsibility at a high-volume manufacturing plant producing refrigerator grilles for Whirlpool, Mabe, and Samsung.    Key Results:  Took full responsibility over the injection area: 10 machines, production, processes, and mold maintenance, leading a team of 80 people.  Implemented a pigment consumption control system — daily conciliation, standardized dosing parameters — corrected >USD 14K/month in financial deviation.

Led technical teams in troubleshooting and root cause analysis to improve process reliability and production stability.    Key Results:  Developed process standards and operational discipline that reduced variability: scrap reduced from 15,000 ppm to 11,000 ppm within one year.  Supported a plant-wide workforce retention initiative led by HR — contributed to identifying critical operations, defining required skill sets, and developing training materials and evaluations for operators and process technicians. Retention rate: >80%.

Built and led a technical maintenance and process team with a strong focus on internal self-sufficiency.    Key Results:  Coordinated the complete relocation of the injection molding operation to a new facility (10 presses, 40–50 molds, and ~7.5 million annual units) ensuring full production continuity without a single delivery interruption.  Managed preventive and corrective maintenance across 10 injection machines and 40–50 molds in a high-volume manufacturing environment.

Developed standardized parameter sheets as the technical management baseline for the area.    Key Results:  Implemented scientific molding methodology across 10 lines and ~40 molds — cycle time reductions of up to 35% on critical parts (75 s → 52–56 s).  Released capacity equivalent to ~1M additional units/year with no capital investment in machinery.  Eliminated in-field part failures from fracture through holding parameter correction — from recurring customer complaints to zero incidents.

Career foundation at a Tier 1 automotive lighting plant supplying GM, Ford, Toyota, and Volkswagen. Built core expertise in injection processes, molds, and automotive quality systems.