I turn strategy into execution.
I am Sergio López. I spent 28 years inside industry, at Rockwell, Sony and Samsung. Today I help manufacturers and mid sized companies close the distance between the plan that gets signed and what actually happens on the floor.
Companies and institutions I have worked with
- Rockwell Automation
- Vantive
- UCA / AMD
- FCITEC · UABC
- Centro de Educación Continua UABC
- Alma Migrante
- MBG Pest Tech
- Allison Concrete
- Universal Paint
- PK NW Construction LLC
- GamiPaint
Almost nobody fails for lack of knowledge. They fail for lack of focus, discipline and system.
Most organizations already know what they should be doing. What they do not have is the mechanism connecting strategy to daily operations. That is why my work is not isolated courses. I design and coach transformation systems that tie strategy, execution and culture together, and that build internal capability instead of dependence on me.
- Turn strategy into clear operating decisions
- Install execution discipline
- Build teams that sustain the results
- Translate continuous improvement into real business impact
Five pillars that hold each other up
These are not five independent services. Strategy triggers execution, execution reveals problems, problems get solved at the root, and culture sustains the change.
Strategic planning in action
Planning rarely fails for lack of analysis. It fails when nobody turned the plan into decisions someone actually makes on Monday.
See the pillar 02People engagement and culture
You can install the best system in the world. If the floor does not feel it is theirs, it lasts exactly as long as your presence does.
See the pillar 03Accountability and execution discipline
When a commitment only holds because someone remembered to ask about it, you do not have a system. You have luck.
See the pillar 04Problem solving and continuous improvement
If the same defect comes back every quarter, it was never solved. It was paused.
See the pillar 05High performance teams
A two day course changes the mood of the week. What changes performance are the cycles that come after it.
See the pillar 06Lean, kaizen and transformation journeys
The kaizen event lasts a week. What decides the result is what happens over the following eight.
See the pillarThree steps, from the problem to the habit
I start small and grow only if it is needed. Each step leaves your team something it can use without me.
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A call
the first stepTell me the concrete problem. I will tell you whether it is mine to solve or someone else’s, and what I would do first.
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Keynote or workshop
2 to 16 hoursI bring the tool to your real problem: strategic planning, A3, 8D, kaizen or accountability, with your people and your data.
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Coaching
4 to 12 week cyclesI stay through rollout and follow up, which is where most plans fall apart.
The tools, explained the way they get used on the floor
Each one has its page: what it is, how it is done well, and the mistakes I see most often.
Fishbone diagram
It exists to organize hypotheses before you spend money testing them. It does not exist to guess elegantly.
025S
Almost every plant has done 5S once. Implementing it is not the hard part. Making it hold when nobody is watching is.
03Poka yoke
If your quality control depends on nobody getting distracted for eight hours, you do not have control. You have hope.
04FMEA
It is the only tool on this list that works on a defect that has not happened yet. Which is why it is the one most often filled in out of obligation and least often actually used.
28 years in industry, and the same conclusion since year one
I am a corporate coach and strategic consultant. I spent more than 28 years inside manufacturing and service industries, in leadership roles across quality, operations, continuous improvement and organizational transformation, at global companies including Samsung, Sony and Rockwell Automation.
That path combines hands on operating experience, cross functional team leadership and active participation in operational excellence initiatives. It is why I know first hand the gap that almost always sits between the strategy defined upstairs and the execution that happens on the floor.
See my full track record →A transformative experience that strengthened my strategic thinking and let me connect practical tools with my organization’s long term objectives.
Sergio helped us see our larger growth challenge toward 2030 clearly, and how to execute the plan to reach our company objectives in the short term.
I went from putting out fires to solving problems at the root. A practical, dynamic methodology, fully applicable to industrial reality.
What does a lean and continuous improvement consultant do?
I help a company turn its strategy into daily execution. I teach the tools (lean, kaizen, A3, 8D, 5S, FMEA) on real problems from your operation. Then I stay through the rollout until your team can sustain it without me.
What kind of companies do you work with?
Manufacturers, maquiladoras, small and mid sized businesses, educational institutions and business chambers. I have worked with Rockwell Automation, Vantive, UCA / AMD, UABC, Universal Paint and PK NW Construction, among others.
Where do you work?
In person in Tijuana, Tecate, Rosarito and Ensenada. The rest of Mexico by project. In San Diego and Portland I work in English.
How long does a project take?
It depends on the format. An executive keynote runs 2 hours. A workshop runs 4 to 16 hours. Coaching runs in 4, 8 or 12 week cycles covering preparation, development, rollout and follow up.
What is SINERGIA 360?
It is my working system. It ties five pillars together: strategic planning, accountability, high performance teams, problem solving and culture. Strategy triggers execution, execution reveals problems, problems get solved at the root, and culture sustains the change.
Do you work in English?
Yes. I deliver keynotes, workshops and coaching in Spanish and in English, including plants managed from the United States and operated in Mexico.
What is holding your operation back today?
Tell me the concrete problem. I will tell you whether it is mine to solve or someone else’s, and what I would do first.