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Episode 15 · Keru Podcast

Fernando F. Ochoa Muller

  • General Manager
  • Thyssenkrupp Bilstein
  • Mexico
  • Automotive and auto parts
Episode 15 summary

Operations management in international automotive environments

Fernando looks back on more than 20 years running automotive plants across Mexico, the United States and Japan, and on how to transfer an operating system from one country to another without losing efficiency.

  1. 01Standard metrics and processes don't guarantee the same result in another country: the differences are usually cultural, not technical.
  2. 02Management routines, follow-up meetings and indicators need local interpretation.
  3. 03The underlying discipline remains: Kaizen, standardization and teamwork.
  4. 04A system can be transferred if it is adapted, the team is trained and the human context is respected.
Biography

Fernando F. Ochoa Muller, Thyssenkrupp Bilstein · Mexico

Fernando F. Ochoa Muller was Managing Director at Thyssenkrupp Bilstein México, where he led the cultural, operational and strategic transformation of one of the group's most advanced plants worldwide. With more than 20 years of experience in the automotive industry, Fernando became a benchmark in organizational management, talent development and international industrial leadership, running operations in Mexico, Japan and the United States.

A KPI is not a goal, it's a shared language.

Fernando F. Ochoa Muller

He began his career in sectors such as industrial coatings and steel, at Akzo Nobel Coatings and AHMSA, where he took part in plant start-up, quality and technical support processes. His entry into the automotive industry was consolidated at Takata, where he held various positions over 16 years: from Quality Engineer to Director of Operations, including international assignments as an expatriate in Japan. There he was responsible for implementing operational excellence systems at six plants, introducing improvements in ergonomics, efficiency and collaborative culture.

A system works when everyone understands what winning means.

Fernando F. Ochoa Muller

During his time as Plant Manager in Mexico, he earned recognition from customers such as Nissan, Subaru and Chrysler, as well as from the federal government, for his results in quality, productivity and safety. His plant was named “Plant of the Year 2010” among all of the group's operations in the country. During his leadership at Thyssenkrupp Bilstein, he drove 63% annual growth for two consecutive years, established continuous improvement programs such as Kaizen and Six Sigma, promoted high-performance teams and launched Bilstein University, an internal professional development platform.

A strong culture doesn't need supervision, it regulates itself.

Fernando F. Ochoa Muller

Leading in Japan taught me that efficiency is also respect.

Fernando F. Ochoa Muller

Fernando is passionate about organizational development and translating strategy into concrete action. His integrative approach combines KPIs, process digitalization, an ethical culture and organizational safety —both physical and mental— as pillars for sustainability and high performance. He also served as a strategic advisor to sister companies within the group, supporting cultural and mindset transformations.

Adapting isn't losing your identity, it's broadening your perspective.

Fernando F. Ochoa Muller

Academically, he completed the Executive Program in Management at Columbia Business School, a Master's in Quality and Productivity at Universidad Tecmilenio, and finance studies at ITESM, where he also graduated as a Mechanical and Industrial Engineer. He speaks English and Spanish at a native level, and is recognized for a leadership style based on collaboration, operational innovation and building solid organizational cultures in high-risk, high-demand industries.

General Manager · Thyssenkrupp Bilstein

Episode 15 · Keru Podcast

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