Hector Olvera Padilla
(preferred) 631 171 4928 e-mail: he[email protected]
Industrial Engineer with +5 years of experience launching new projects as Program Manager.
dvanced English, Competent in MSProject, CAPEX selection and purchase, project management,
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create realistic project schedules --timings--, Core Tools, APQP, PPAP, use portal clients to upload
PPAP information, engineer change control, define scope of requirements from key stakeholders,
creation and meeting the Business Case of the project.
plus: I hold thePMP certification(project managementprofessional) by pmi.org. Capable of
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taking the full project’s lifecycle from D0 (Business Case) to D6 (production launch). I am full
accountable for my projects.
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WORK EXPERIENCE
INKELMANN, Auto parts, Client: Bosch
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Program Manager - Temporal Project Mar 2025 - May 2025
● C oach four program managers in project management basics such as: risk management, meetings,
timings, coordination of resources, set priorities.
● Report to plant manager every project’s status, risks and mitigations. Every project should beGreen:
no issues, be happy;Yellow:we have risk and a response;orRed:project will not meet date or cost.
● For each of the three lines: PPAP, FMEA, Control Plan, MSA and other protocols. Receive Bosch’s
visit to confirm all was as reported. All customer audits on site, were passed inGreen.
● Introduce engineering changes to the production lines and ensure changes are properly managed,
● Comply with 100% of IATF 16949/ISO9000, quality systems requirements by auditing and follow-up of
NCR.
● Useportal’s clients to upload PPAP information, andmake sure the receive it ON TIME.
HAMBERLAIN, Nogales, Mexico
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Program Manager. Commercial Products Mar 2021 - Date
● T ransfer of eight line products successfully, budgeting more than $9 M, 100% successful. Once
launched, they add up total sales+ $80 M/Yr.
● Collaborate with the PM in the Business Case elaboration to define margin, market segment and
estimate sales projection as well as capacity.
● Steering the different Project Managers at production readiness and ensuring an effective
interdisciplinary working environment.
● Report to plant manager every project’s status, risks and mitigations. Every project should beGreen:
no issues, be happy;Yellow:we have risk and a response; orRed:project will not meet date or cost.
● Project Governance: Define Gates and Deliverables for new projects. Implement protocol along with
an effective hands-on training.
TE Connectivity - Auto Harnesses and Medical, Guaymas, Son.
orld class Manufacture of cables and harnesses for Auto and Medical.
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Sr Project Program Manager - NPI, left due to a layoff and BU closure. Jul 2018 - Dec 2019
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● aunch PPAP for auto and medical wire harness applications.
● Made more than $US4MM in four projects (teams staffed was seven engineers each, plus extended
team), reaching margins above 40% and customer satisfaction above 80%.
● Write along with the PM Business Case, define margin, market segment and estimate sales
projection as well as capacity and CAPEX.
● Report to plant manager every project’s status, risks and mitigations. Every project should beGreen:
no issues, be happy;Yellow:we have risk and a response;orRed:project will not meet date or cost.
● Get the right people on the floor to fix an injection plastic issue in our mold machines. The source of
the problem: pellets humidity out of control and a resistant of molder machine was open. The problem
was solved.
● Improve PMO processes and methods with: lessons learned, close project, customer feedback,
one-slide view project and other additional processes.
SCHULER-MEXIKO, Puebla, México - Automotive service for Tiers 1 including Ford
omplete temporal project of installation of two 1200 tons automotive mold presses in Cd. Mexico.
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Sr. Program Manager - Hire for 1-year contract Jun 2017 - Jun 2018
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● roject of installation of two 1200 tons auto mold presses inFord, Cuahutitlan. Schuller brand.
● Direct contact with OEM clients in weekly meetings:Ford Cuautitlan, Mexico; Dana, Queretaro;
GKN,among others. Brought more than $1 MM US to companyand customer satisfaction above
80%. I had to visit the customers’ location to check at the project status every other week.
● Report to plant manager every project’s status, risks and mitigations. Every project should beGreen:
no issues, be happy;Yellow:we have risk and a response; orRed:project will not meet date or cost.
● Coordinate people in the field and ensure the project is kept within scope.
● Propose adoption of key metrics NPI to monitor project performance: CPI, SPI, CV, margin, customer
satisfaction level, 8D solving. So, we were able to report status of each project in 5 min, and take
appropriate actions.
ucleo Consultants
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Consulting firm with 15 years in the market: continuous improvement, project and quality.
Technical consultant in projects and continuous improvement Jan 2012 - May 2017
● W orked 3 months with Kenworth Trucks Manufacturer (Mexicali) improving their project management
practices. Coached 15 project managers. Directors were very pleased.
● (TRANSFER MOVE) Moved the entire industrial plant from one location to another point within the
city. Budget was $1.5 million dollars. The firm was Liberty Carton de Mexico, 150 employees and 200
thousand square feet. Project was completed in Jan 2015.
kywork, Mexicali Manufacture Electronics, 1500 employees.
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Sr Project Manager and QS Mar 2007 – Oct 2011
● U pdated the entire ISO9001 quality system including an area to manufacturate sensors for the Auto
Industry. Certify it as TS16949 as well. Resulting in a successful surveillance audit with zero findings.
● Run CAPA system, escalating issues quickly with process owners. Make owners accountable!
● Complete reduction costs projects, leading to improve of 1 M savings per year.
● Do surveillance audits in sites located in México, California and Massachusetts to keep Corporate
Certification.
utonetica Assembly of printed circuits, 1500 employees.
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Process Engineer (I started as Technician) Jan 2000 – Feb 2007
● ransferred three production lines on time fromMassachusettsUSA to México on time.
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● Created FMEA, Control Plans, Risk analysis, Wor instructions including training for new products.
● Managed Incoming Inspection processes of raw materials.
● Reduce total time to respond to customer complaints from 17 to 10 days, including root cause
analysis.
MY EDUCATION
022 OKR - Objectives and Key Results
2 n line
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2012 PMP - Project Management Professional PMI
2005 TS1949 automotive std certified Perry Jhonson
2004 Master in Business Administration Cetys University
2003 ISO 9001 Lead Auditor Perry Johnson, Monterrey, Mexico
2002 BLACK BELT six-sigma certified Sony
2003 Failure Mode and Effect Analysis and control plans Specialized Consulting Firm
1990 Industrial Engineer Instituto Tecnologico de Mexicali
OTHERS -American Visa,guitar player, adaptive.
