Summary
Overview
Work History
Education
Skills
Websites
Accomplishments
LANGUAGES
Timeline
Generic

Nallely Román Ríos

Monterrey

Summary

Operations professional with strong background in managing complex projects and driving operational excellence. Known for collaborative approach and commitment to delivering high-quality results. Dependable and adaptable, consistently meeting changing demands of business. Proven skills in strategic planning and team leadership.

Overview

14
14
years of professional experience

Work History

Interim Operations Director for Drives Business

Nidec
06.2025 - Current
  • Oversaw daily operations across multiple departments, ensuring seamless coordination and efficient execution of tasks.
  • Monitored budget and utilized operational resources.
  • Oversaw day-to-day production activities in accordance with business objectives.
  • Oversaw successful implementation of operational strategies and policies to drive organizational growth and productivity.

Director of Operational Excellence Americas

NIDEC Motor Corporation
01.2021 - Current
  • Manage, deploy, teach, and execute the CI Model for Nidec to achieve the Nidec Business Model (3Q6S) in the Americas Region plants.
  • 2 Plants in the USA - 7 Plants in Mexico
  • From 200 up to 2000 employees in the plants.
  • From 50M up to 300M USD a Year, Operations.
  • Define CI strategy with Senior Leadership teams in different Divisions, VP of Operations and Plant Manager Level.
  • Strategy and alignment, execution and transformation, and Daily Management System to sustain the improvements.
  • Execution and transformation focused on 6 Specific Lean tools: VMS, Standard Work, Set Up Reduction, TPM, Problem Solving and Lean Material Flow.
  • Daily Management System 8 Tools included Gembas, Manning Strategy, Daily Accountability, and so.
  • Define the CI structure needed to achieve the strategy for CI at each business level in each plant of the region and local resource not in CI to create organizational capability.
  • Creation of the Career path for Lean Practitioners at Nidec.
  • Lead and facilitate VSM Workshops for Mixed Manufacturing Models- MTO, MTS- ATO- ETO focused on Shrink-Link-Flow principles for high priorities product families, High Mix/Low Volume and Low Mix/High Volume environments.
  • Cost vs Benefits for the resulted projects / Cost out management
  • 3P Methodology to define Layout that physically support the VSM strategy
  • Lead, facilitate, follow up and train people for the Level 3 Kaizen events resulted from the VSM Workshops.
  • L3K focused on 6S+, Standard Work and Set Up Reduction, including layout transformations.
  • Around 30 L3K executed with outstanding results focused on Safety, Quality, Delivery and Productivity.
  • 10 people trained by team in each L3K from operators to managers.
  • Manage 3 OpEx Engineers to support the strategy of the region.
  • Report to the Global Director of OpEx.

General Manager

CEDRICA- Home, Retail and Industry Furniture Design and Fabrication
06.2018 - 12.2020
  • Budget management and improvement of forecasts projections to obtain realistic and achievable goals.
  • Expenses control and management through large manufacturing projects overall the company.
  • In charge of Implementation & Training of Lean Tools in the Workshop, increasing permanently the capacity of production lines by 20% within 6 months.
  • Production Plan Development, Implementation and Standardization through the company.
  • Streamlined Quotation process to best fit to customer requirements and avoidance of reworks and engineering changes during the manufacturing process.
  • Implemented a Customer Satisfaction program to better identification of potential threats, through visits and short surveys.
  • Improved Workshop Layout to optimize production output in terms of quantity and quality.
  • Monthly and yearly presentation of the financial position of the company to the Business Partners.
  • Major Accomplishment: Direct responsible for Increased Earnings Before Interests and Taxes (EBIT) from 16.3K to 31.6K in 2018 versus 2017.
  • Monthly Financial and Tax Review and presentation to business partners.
  • Direct Reports: 1 Production, 1 Engineering Manager and 1 Logistics Manager

Commodity Manager

EATON Hydraulics
07.2016 - 06.2018
  • Leader of the Piston Shoes commodity line to decrease Past Due. Results were from 200K USD up to 0 in 2 Months. From #1 Critical Commodity to best performer.
  • Major accomplishment: Change from 3 to 2 production shifts after line balancing process and implementation of Leader Standard Work; Scrap reduction of 25% monthly per production line on the Piston Shoes Commodity.
  • Work with the multidisciplinary team to make a daily, weekly, and monthly plan to achieve the plant’s KPIs, focused mainly on Past Due reduction.
  • Continuous supervision of the production process to avoid showstoppers.
  • Lead the set-up reduction Kaizen event on critical machines (Bottlenecks).
  • Model Cell example for Lean Tools and Continuous Improvement Framework deployment.
  • Coordination of Total Preventive Maintenance on all the Piston Shoe production lines.
  • Tier Meetings Implementation to improve the escalation process and shorten the other departments response time.
  • Position with direct report to Director of Operations and Vice president of Operations in the Division
  • Direct Reports: 3 Production Supervisors, 2 Quality Engineers, 3 Manufacturing Engineers, 1 Materials Planners, 1 EHS Engineers and 1 Lean Engineers.
  • 4 More commodities were added for responsibility after the results of piston shoes, for the pre-machining process. This area became the most stable in the plant in 3 months. Implementation of Lean main tools as Standard Work and Set Up Reduction.

Lean Coordinator – Interim OPEX Manager

Eaton HYD
07.2016 - 06.2018
  • Leader of the Layout Plant, for New Manufacturing Cells, 200 machines installed, and 100 Cells Defined
  • Definition and Deployment of Standard Work for New Manufacturing Cells
  • Lean Material Flow Definition Strategy at Plant Level, Area Level and Cell Level
  • Capacity Plant Definition and OEE System Implementation

Senior Lean Engineer

Eaton Corporation
03.2015 - 07.2016
  • Experienced as leader and co-leader in VSM, Standard Work, 5S+, Problem Solving, Set Up Reduction, TPM Six Sigma and Business Process Improvement (Capex and Cost Out) kaizen events. Deployment, execution, trainer, coach, and mentor of Lean Tools across the plant.
  • Member of the Strategic Planning Process in the plant by defining core processes, SWOT analysis, strategic goals, prioritizing projects, KPI’s (leading and lagging) and deploying Eaton Business System.
  • Project Manager focused on strategic and continuous improvement projects, Cost Out and CAPEX, identification, and coach of leaders by 2.6 MUSDA a year about 80 projects.
  • Green Belt coaching and implementing improvements as Scrap Reduction and Excess & Obsolete Inventory reduction with savings of 50K USD by year.
  • Leader of the manufacturing footprint (layout definition) project in the plant to create flow and increase capacity utilization from 30% to 60%.
  • Development of Continuous Improvement Framework and Continuous Improvement Council

OpEx Program Leader

Eaton Corporation
02.2014 - 03.2015
  • Leader kaizen events for lean tools implementation. Member of Eaton Lean Six Sigma strategy committee.
  • Winner of the Continuous Improvement Award in the division.
  • Supervisor of 5 team members for the execution of the times and movements project to balance work capacity at assembly lines with efficiency improvements by 5%.
  • Implementation and management of the Improvement Ideas Program of the plant.
  • Participation in the Operations Assessment and Eaton Lean Six Sigma self-assessment as Consultant.

Industrial Engineer

FCD, Automotive
02.2013 - 02.2014

Eaton -Co-Op Operations Services
02.2012 - 02.2013

Education

Supply Chain Strategy Diploma -

UVM - Online
12.2024

Program to accelerate and structure PyMES growth - undefined

Victoria’s Business Academy
08.2019

Applied Finance Certification - undefined

Instituto Tecnologico y de Estudios Superiores de Monterrey
08.2015

Industrial and Systems Engineering - undefined

Instituto Tecnologico y de Estudios Superiores de Monterrey
12.2012

MBA - Finance

Next Educacion
Madrid
10-2026

Skills

  • Result Oriented
  • Learning Agility
  • Time Management & Prioritization
  • Customer Focus
  • Critical & Rational Thinking
  • Resilient
  • Self-motivated
  • Strategic planning and execution
  • Operations oversight
  • Operations management

Accomplishments

  • Documented and resolved [Issue] which led to [Results].
  • Achieved [Result] through effectively helping with [Task].
  • Achieved [Result] by introducing [Software] for [Type] tasks.

LANGUAGES

English – Advanced
Japanese – Learning -N5 Level

Timeline

Interim Operations Director for Drives Business

Nidec
06.2025 - Current

Director of Operational Excellence Americas

NIDEC Motor Corporation
01.2021 - Current

General Manager

CEDRICA- Home, Retail and Industry Furniture Design and Fabrication
06.2018 - 12.2020

Commodity Manager

EATON Hydraulics
07.2016 - 06.2018

Lean Coordinator – Interim OPEX Manager

Eaton HYD
07.2016 - 06.2018

Senior Lean Engineer

Eaton Corporation
03.2015 - 07.2016

OpEx Program Leader

Eaton Corporation
02.2014 - 03.2015

Industrial Engineer

FCD, Automotive
02.2013 - 02.2014

Eaton -Co-Op Operations Services
02.2012 - 02.2013

Program to accelerate and structure PyMES growth - undefined

Victoria’s Business Academy

Applied Finance Certification - undefined

Instituto Tecnologico y de Estudios Superiores de Monterrey

Industrial and Systems Engineering - undefined

Instituto Tecnologico y de Estudios Superiores de Monterrey

Supply Chain Strategy Diploma -

UVM - Online

MBA - Finance

Next Educacion

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