In this employee spotlight, we sit down with Arturo Alvarez Sanchez, Operations Manager at ACE Controls, to learn about his journey and the impact he’s made on the production floor. From restructuring the plant layout to embracing automation, Arturo shares his insights on leadership, teamwork, and the future of operations.
How did you get started in operations management, and what drew you to this field?
In 2022, I moved to the U.S. to take on the role of Operations Manager. Before that, I was working in Mexico as a Continuous Improvement Manager for Stabilus, so I’ve been connected to the Stabilus Group for some time. My background is actually in process engineering, so transitioning into operations management was a significant shift for me. It was a challenge at first, learning how to track goals and benchmarks on a larger scale, but I’ve always been motivated by the opportunity to improve processes and make things more efficient.
What does a typical day look like for you?
My day starts early, around 4 a.m. The first thing I do is check my emails and set goals for the day. After that, I meet with my core team in the morning to review where we stand and discuss any immediate issues. If the numbers aren’t looking good, we focus on identifying areas for improvement. Throughout the day, I continue checking in with department heads to ensure everything is running smoothly. But above all, I prioritize people. To me, the employees are the most important part of the operation, and I make sure to put them first, even above other duties.
What has it been like to work at ACE?
Moving from Mexico to the U.S. to work at ACE was a significant change for me, both personally and professionally. One of the biggest differences I’ve noticed is the resources available here—there’s a larger budget, which means we have more flexibility in our decision-making. We don’t have to rush or make snap decisions as often. There’s a lot more space to take calculated risks and to learn from those experiences. I also appreciate having the time to really think through and consider the impact before making major decisions, which has made a big difference in how we approach operations.
What’s your approach to managing and leading your team on the production floor?
My approach starts with being very clear about the targets. Clear communication is key—I make sure everyone is on the same page, especially when things need to change. We all know and agree to focus on the objective, which keeps us aligned. My background is in lean management, so I rely on systems and methodologies that help us work more efficiently.
As a manager, my role is really to coach people. That means identifying success based on key indicators and providing objective feedback that’s always framed around our goals. I don’t give feedback constantly, but when I do, it’s focused and actionable, so the team knows exactly what needs to improve. It’s also crucial not to overload people. I make sure their attention is on precise changes so we can drive results without overwhelming them.
I heard that we completely restructured the plant floor. What were the changes made?
Yes, we changed the entire layout of the plant. One of the biggest issues we faced before the restructuring was the erratic movement of materials around the production floor—they were constantly shifting forwards and backwards through the line, which created a lot of inefficiencies. We decided to approach the redesign with a focus on materials flow.
We brought together people from all key areas—machine shop, shop floor, processing, planning, and production—and collaborated on a new process that would streamline everything. It was a big project, but with everyone involved, we came up with a layout that really improves how we work. I’m really happy with the outcome and the efficiency we’ve gained from these changes.
What were the goals?
The primary goal was to improve the efficiency of how materials are handled throughout the production process. Previously, the system wasn’t as accurate because materials weren’t consistently moving down the line. We also had issues with random storage spots being used, which made sense at the moment but weren’t correct in terms of the overall workflow. This led to a lot of inaccuracies and made it difficult to track materials properly.
With the new design, we’ve been able to create a more organized and efficient system. The flow of materials is much smoother, and as a result, our tracking has become significantly more accurate. It’s really improved how we manage everything on the production floor.
There was also some automation involved, right?
Yes, we’ve introduced a new robot, often referred to as a “Cobot,” which is a collaborative robot designed to work alongside our team. It’s an automated arm that handles tasks like loading and unloading parts from the laser machine. Specifically, the Cobot takes pieces on and off the machine during the lasering process, which has been a huge improvement for us.
By automating these tasks, we’ve been able to allow a single employee to operate both of our laser machines simultaneously. This has significantly boosted our efficiency and freed up time for employees to focus on other important aspects of production.
What advice would you give to other operations managers considering automation in their production processes?
At ACE Controls, one of the biggest challenges we faced was a lack of knowledge about automation. To address that, we brought in experts and strengthened our team by hiring people who had the right skills to work effectively with the Cobot. With their help, we were able to successfully launch the automation project.
My best advice is to just get started—don’t wait for everything to be perfect. It’s important to have the right knowledge and experience, and you need to be able to manage the technology effectively, but if you wait for the perfect conditions, you’ll never move forward. Start with what you have, and build on that as you go.
How do you see automation evolving in the next few years, and what role do you think it will play in ACE Controls’ operations?
As we continue to gain more knowledge and expertise, I see a future where automation and our workforce are more seamlessly integrated. Robots aren’t here to replace people—we’ll always need the human resource to work alongside them. These robots are designed to support our employees, making their jobs easier and more efficient. I do see us installing more robots at ACE Controls, but only in a way that supports our workforce and helps them do more.
What accomplishment are you most proud of since you joined ACE Controls?
I’m most proud of improving teamwork and cohesion across production. We’ve really strengthened the interdepartmental cooperation, and I’ve worked hard to create an environment where everyone is open to feedback and focused on continuous improvement. It’s been great to see how much more aligned the teams are now.
On the operations side, I’d say the restructuring of the plant layout is another highlight. Optimizing the material flow and making the production process more efficient has been a big accomplishment. It’s always a balancing act between making things convenient for the tool lines while ensuring overall efficiency, but I think we’ve found a great balance.
Do you have any other thoughts you want to share about being an Operations Manager?
The most important part of being an Operations Manager is listening to and respecting the people. Making sure they’re happy and that they fully understand their roles is crucial to the success of any operation. One of the main reasons I’m here is that I ensure that my team enjoys what they’re doing and feels valued. When people are happy and engaged, everything else falls into place.
Fun Question: If you weren’t in operations management, what career path do you think you would have pursued?
If I weren’t at ACE Controls and had the training, I would have chosen to be an F1 race car driver