Victor Ocadiz
About
Victor Ocadiz is from Ciudad de México, México. Victor works in the following industries: "Internet", "Mechanical Or Industrial Engineering", and "Aviation & Aerospace". Victor is currently Operations Sr. Manager at Amazon, located in Ciudad de México, México. In Victor's previous role as a Director Of Operations at BOMBARDIER, Victor worked in Querétaro, Mexico until Sep 2021. Prior to joining BOMBARDIER, Victor was a Operations Manager at BOMBARDIER and held the position of Operations Manager at Querétaro Area, Mexico. Prior to that, Victor was a Composites Production Manager at ITT, based in California and Nogales, SON from Nov 2015 to Jun 2017. Victor started working as Composites Production Manager at BOMBARDIER in Querétaro Area, Mexico in Mar 2014. From Mar 2011 to Mar 2014, Victor was Composites Manufacturing Process Manager at Bombardier Aerospace, based in Querétaro Area, Mexico. Prior to that, Victor was a Project Management Area Supervisor at BOMBARDIER, based in Montreal, Canada Area and Querétaro Area from Sep 2008 to Mar 2011. Victor started working as Production Supervisor Challenger 850 at BOMBARDIER in Querétaro Area, Mexico in Dec 2007.
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Victor Ocadiz's current jobs
Victor Ocadiz's past jobs
-Lead and drive the operations team to continuously meet the performance standard of operation – KPI’s, including Quality, On-Time Delivery, Cost, Safety, etc. - Support and lead the transition of product insourced from other locations (mainly USA) and set up operations locally (Mexico). - Generate production Capacity Requirement Planning according to the demand forecast and generate production resource requirement plan to include labor, equipment, fixtures, tools and sub-materials, etc. to support it. - Lead continuous improvement initiatives on production flow and resource alignment, process efficiency and effectiveness by using LEAN manufacturing & Six Sigma principles. - Administer Performance Management Process across area of responsibility for effectiveness, timeliness, and expected outcomes in focusing, aligning and engaging employees in the pursuit of the overall business strategies and goals.
-Lead a team (70 employees) of manufacturing process (support team and production operators) for the transfer and production of composite parts at Bombardier Aerospace Mexico. -Implemented and develop production rate & lean manufacturing solutions (kanban, SMED, 5S) in order to deliver on time to support different aircraft packages (CRJ, Challenger and Global) -Responsible and accountable for key main indicators: start on time, cycle time, deliver on time, production efficiency, direct vs. indirect hours, unit cost, wrap rate, expenses # of non-conformities per 1000 production hours, accidents/incidents.
- Led the engineering team of manufacturing processes (60 professionals ) for the development , planning and implementation of the prototype units and tests for the manufacture of aircraft composite Learjet 85 allowing certification for the first flight. integral member of the integration team that carried out the achievement First flight of the Learjet 85 . -Implement work manuals for manufacturing composite parts which allowed standardisation of processes, with FAA certification for an aircraft business to allow serial production. -Developed and implemented of the performance evaluation performance for the Engineering Manufacturing Processes which increased engagement, teamwork and empowerment in the area.
-Integral player in the design of the Learjet 85 aircraft in Canada, creating the manufacturing plan for Bombardier Aerospace Mexico site. The manufacturing plan involved all stages from budget to manufacturing strategies for areas of composite structural assemblies and wire harnesses. - Coordinated the requisitioning of manufacturing equipment and plant engineering equipment for the establishment of the manufacturing centre for the manufacture and assembly of the Learjet 85. - Coordinated and created presentations to validate the project's progress Learjet 85 in Mexico which allowed give visibility to Project Management and Mexico for proper decision making.
-Coordinated 30 union workers to follow the master production schedule through a continuous improvement program, promoting the generation of 5 ideas from each employee, resulting in a reduced cycle time by 30 % and reduced 40% incomplete work. -Manage technical training plan based on the jobs required within the area of the final assembly line which reduced the number of non -conformities to 30%.