Operational excellence at the heart of our approach Over the years, processes, skills, and tools have evolved to provide manufacturers with a stronger guarantee of quality and performance. In 2019, when several programs for a single customer were launched in San Luis Potosí, the plant had a DPPM (defective parts per million) of 1,000. In 2026, this figure fell to 5. “Going from 1,000 to 5 is one of our greatest collective achievements in 6 years,” Luis Antonio Pérez explains. The site has also received 4 awards for its quality, confirming its position as a leading supplier. The same can be said of the León plant, in the state of Guanajuato, where the C-Power Business Group site produces fuel tanks and energy storage system components for several North American and European customers, also with Just-InSequence manufacturing. “Performance is not the sole responsibility of a single department. Production, quality, maintenance, logistics, engineering, HR, finance: all these departments contribute to our success,” explains Emmanuel Florès, Plant Director. The city of León is also home to one of the Group’s regional hubs, which brings together support functions to serve all entities across the country. A strategic accelerator for North America Mexico plays a key role in the North American value chain. Its geographic location on the border with the United States, its competitive production costs, and its extensive ecosystem of suppliers make it an indispensable industrial hub. The MexicoUnited States-Canada Treaty (T-MEC) strengthens this strategic positioning by mandating minimum regional content requirements for vehicles, forcing U.S. automakers to shift their supply chains from Asia to North America. “That’s what we call nearshoring,” Pablo Farina explains. “Manufacturers must include more regional suppliers. It’s important to note that 80% of them are chosen by customers because of their location. Choosing to operate in Mexico, closer to their customers, enables us to reduce transport costs and be more responsive to engineering changes or fluctuating demand.” In addition, new U.S. tariff and customs policies have also been implemented. Expanding into new markets This strategy is reflected in several major operational milestones. In Puebla, Monterrey, and San Luis Potosí, OPmobility is continuing its industrial transformation in Mexico by expanding its production capacity, accelerating its lighting operations, and integrating new automated solutions. These are just a few examples of the company’s growing technological capabilities, which are no longer limited to the manufacture of body parts and now include products of high technological value. This is also proof of the company’s ability to rapidly adapt its industrial processes to the needs of customers whose development model is challenging established industry standards. This shift also entails an organizational transformation. Monterrey is expected to play a role similar to that of the regional hub in León in the coming months, as part of the regionalization program launched by OPmobility around the world. From bringing support teams closer to operations and streamlining decision-making to strengthening synergies between Business Groups, “it’s no longer just about growth,” Pablo Farina explains. “We need to become more efficient, more competitive, and more automated. For that to happen, it’s vital for us to be close to our customers.” “Performance is not the sole responsibility of a single department. Production, quality, maintenance, logistics, engineering, HR, finance: all these departments contribute to our success.” EMMANUEL FLORÈS, León Plant Director OPmobility — Vibes #4 21
RkJQdWJsaXNoZXIy NTkwMzk=