Transforming an industrial plant from the inside
Ricardo Vázquez, Plant Manager at Trelleborg Querétaro, and his path to operational excellence
His journey through companies such as Honda, International Paper and now Trelleborg Mexico makes him a key voice for understanding the evolution of the operational role in the automotive industry.
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From maintenance to leadership: the career of Ricardo Vázquez at Trelleborg
Ricardo Vázquez of Trelleborg began his career as a facilities sub-coordinator, managing complex water treatment and waste management systems. He then held maintenance roles in the paper industry before joining the automotive sector, where he found the space for his greatest impact. Today he leads Trelleborg Querétaro, a plant focused on manufacturing plastics and rubber for premium automotive brands.
Under his leadership, the plant grew 35% a year for three consecutive years, largely thanks to the production relocation driven by nearshoring. His ability to reorganize teams, adopt new metrics and automate critical processes has been key in that process.
Energy efficiency, smart layout and team culture
One of the pillars Ricardo Vázquez highlights in this episode is the implementation of specific metrics such as kilowatt consumption per unit produced. This variable not only measures efficiency, but also flags leaks, misalignments or peripheral inefficiencies. He also explores how reconfiguring the plant layout by machine type raised productivity without the need to add shifts or increase headcount.
Ricardo Vázquez's approach is not limited to indicators. In his management model, team motivation and technical talent retention are just as important. That is why he has driven concrete actions such as hiring industrial psychologists, family activities inside the plant and recognition based on achievements and commitment, not only on KPIs.
The new role of the plant manager: present vision and future planning
Today's plant manager cannot limit himself to solving the day's problems. He must have one foot in the operational present and the other in the strategic future. To achieve this, he works with a team of young managers with a technical vision, but also maintains constant communication with Trelleborg Mexico's global corporate office, anticipating needs for investment, automation and infrastructure growth.
From operator to manager: Ricardo Vázquez's evolution in the automotive industry
Ricardo Vázquez is a benchmark of operational transformation in the Mexican automotive industry. With a career that began at Honda and was consolidated as Plant Manager at Trelleborg Querétaro, his path has been an example of technical leadership, plant efficiency and the ability to integrate diverse teams under a continuous improvement approach.
At Trelleborg Querétaro I learned that leading a plant means understanding the operation minute by minute.
Trelleborg Querétaro: sustained growth and a culture of excellence
Since joining the Trelleborg Mexico group, Ricardo has held various roles until reaching plant management, where he leads a compact team of 58 people in a highly automated operation. Under his leadership, Trelleborg Querétaro experienced accelerated growth after the pandemic, with annual rates of up to 35%.
Thanks to his technical-operational approach, he reorganized production lines by machine efficiency, implemented metrics such as kilowatt consumption per unit produced and established reaction protocols of under 10 hours in response to demand changes.
Transforming a plant doesn't start with the layout, it starts with the team's mindset.
Ricardo Vázquez Mexico: sustainability, precision and empathetic leadership
As a chemical engineer who graduated from the Tecnológico de Celaya, Ricardo Vázquez built his vision from technical roles in maintenance, facilities and project management. At companies such as International Paper and Honda, he gained experience in water treatment, waste management and resource optimization, skills he now applies to Trelleborg's operational sustainability.
His management incorporates energy efficiency criteria, layout redesign, talent development and waste reduction. He also promotes a leadership culture based on active listening, non-monetary recognition and intergenerational management of technical teams.
At Honda de México I worked with reverse osmosis, DAF and biological treatment; I understood that water is also managed as an industrial asset.
Integrating environmental management into manufacturing is not optional, it is pure strategy.
Ricardo Vázquez Trelleborg: global vision, local execution
Operating from Mexico, the plant he runs interacts directly with customers in the Americas, Europe and Asia. This global vision allows him to anticipate logistics risks, adapt to changing environments and stay competitive against international suppliers, even in tense scenarios such as those created by customs restrictions or supply chain disruptions.
Ricardo Vázquez of Trelleborg is also a champion of internal development: he is committed to training operational talent within the plant, while valuing the arrival of external profiles who bring new practices and strategic vision.
My time at International Paper taught me that well-planned maintenance defines profitability.
Trelleborg Mexico and the new model of operational leadership
For Ricardo Vázquez of Trelleborg, industrial leadership is not exercised from a control tower, but from the shop floor, technical analysis and purposeful execution. That is why he drives progressive automation in critical areas, real-time production monitoring and the integration of technology, people and processes.
His motto is clear: “Safety is not negotiable, and efficiency is not improvised.” Under that principle, Trelleborg Mexico increased not only productivity, but also job stability, team commitment and consistency in service to global customers.
General Manager · Trelleborg
Episode 33 · Keru Podcast
