Factories today are shaped less by repetitive routines and more by automation and AI. Robotic paint systems save hundreds of thousands of dollars each year, while intelligent solvent-recycling cuts costs and environmental impact. These changes show how automation is rewriting the way vehicles come to life.
One of the engineers driving this shift is Omar Fonseca, a Colombian manufacturing systems expert with a career spanning over two decades in automotive production. Reflecting on the unpredictable rhythm of the factory floor, he explains: “Manufacturing has many kinds of challenges every day—a new problem, new issues, new conditions, and new opportunities to change. It keeps your mind active in different ways.” His approach—rooted in robotics, AI, and automation—has consistently turned daily disruptions into smarter, safer, and more sustainable solutions.
Unlike other leaders best known for compliance and lean frameworks, Omar is highly regarded for pushing the frontier of robotics and AI integration on the assembly line, demonstrating how these tools are changing automotive manufacturing in real time.
Early Career Foundations
Omar’s interest in manufacturing began at his father’s Bogotá repair and parts company. By 15, he was learning how components were built and how teams collaborated—an experience that gave him a systems mindset he later carried into General Motors Colmotores.
He says, reflecting on those formative years: “That moment sparked my interest in cars and vehicles, and my career started in that period. It was about nuts and bolts and understanding how a company functioned, how teams collaborated, and how every small piece connected to the larger system. That way of thinking has stayed with me ever since.”
When he joined General Motors Colmotores in 1998 as a team member, Omar approached even the most routine tasks with curiosity and a sense of process.
He explains: “From my first days at General Motors, I understood that manufacturing was about both people and machines. Every shift brought new problems to solve, and I realized the best solutions came when you worked side by side with teams. That experience taught me to listen carefully, respect different perspectives, and see every challenge as an opportunity to learn. Those habits, developed early, have guided my entire career.”
Building a Career on Robotics and Process Innovation
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One of Omar’s defining contributions was redesigning GM Colmotores’ passenger vehicle assembly line, expanding capacity from 15 to 23 units per hour. Instead of quick fixes, he integrated robotics and poka-yoke devices that prevented errors while raising throughput.
Omar recalls: “That project showed me the power of thinking differently. You can’t just add speed and hope the system holds. You have to redesign the process so that every step—machines, materials, people—works together. For me, the excitement was proving that automation could increase throughput and, at the same time, reduce errors. When you see the data confirm that, and when teams see the improvements in real time, it builds a new kind of confidence on the shop floor.”
These were not isolated adjustments. An example of how his robotics-driven redesigns of assembly lines have already become of major significance in global manufacturing is seen in these projects, which set benchmarks still referenced across GM facilities.
His ability to drive such change was rooted in preparation. In 2010, Omar was chosen for GM’s highly competitive Mercosur Shadow Training Program, which placed him inside top-performing plants in Argentina and Brazil. There, he was tasked with observing globally recognized engineering leaders, analyzing their approaches to automation, problem-solving, and leadership.
He says: “I treated that program like a second degree. I had notebooks full of observations—how teams coordinated, how leaders structured their days, how they solved breakdowns on the line. It wasn’t just about copying best practices; it was about learning how to evaluate and adapt them.”
The program demanded more than observation. Omar was required to submit strategic proposals at the end of his rotation. His three recommendations—the automation of the Engine Assembly Line, the Instrument Panel Sub-Assembly Line, and the expansion of passenger vehicle capacity—were all approved and later implemented between 2011 and 2013. Each project delivered tangible gains: higher throughput, reduced rework, and more consistent safety conditions.
Colleagues noticed the shift immediately. Carlos Morimitsu, then a Manufacturing Superintendent at GM, affirms: “Omar’s automation initiatives reshaped our plant in ways that still matter today. He had the rare ability to translate global lessons into local success. What he proposed after Mercosur wasn’t theory—it became reality on the ground. Those projects set benchmarks that many of us continued to build on for years.”
He adds: “Omar’s leadership in environmental responsibility left a lasting mark. He didn’t just implement equipment—he fostered a culture where sustainability was seen as integral to competitiveness. That perspective continues to influence the industry.”
For Omar, the lesson was clear: robotics and automation were not fringe add-ons but central levers for redefining efficiency and quality. The successes in Colombia became a foundation for the recognition he would later receive on the global stage, while proving that a systems mindset—rooted in both family mentorship and international training—could transform even the most entrenched factory processes.
AI and Predictive Maintenance: Shaping Smarter Factories
Omar was an early advocate of predictive maintenance. By embedding AI-driven models into daily operations, he improved Mean Time to Repair and Mean Time Between Failures by 25 percent. Reflecting on that shift, Omar connects it directly to the depth of his career.
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He explains: “Right now, experience is a big important thing in my work. Over 30 years, this experience allows me to share with other companies, develop projects faster, reduce implementation time, and identify opportunities. When you’ve lived through so many different manufacturing challenges, you don’t just see a failure as a problem—you recognize it as a signal, and AI gives you the tools to interpret those signals in real time.”
His perspective shows how human judgment and digital intelligence reinforced each other on the shop floor.
The integration of AI reached beyond equipment monitoring. During the transition to ISO 9001:2015 and ISO 14001:2015, he embedded AI-powered statistical process analysis into daily routines, helping engineers detect capability shifts and quality risks before they escalated. Omar’s approach to predictive maintenance has influenced how factories worldwide now integrate AI into daily operations.
Omar’s Linked List project, which aligned quality requirements through AI-optimized databases, earned second place in the 2017 Global Manufacturing Awards, proving that intelligent automation could raise standards across global facilities.
An example of how Omar has had wider impact and influence with his work in the industry is seen in how his predictive maintenance models and AI-driven quality systems have since been adopted as benchmarks in plants outside Colombia, shaping broader practices across the automotive sector
Colleagues recognize that his leadership in quality was as influential as his technical breakthroughs.
Miguel Urrea, Product Engineering and New Programs Leader at GM South America, observes: “Omar remains an expert in manufacturing and quality systems, including ISO certifications, Lean Six Sigma implementation, and performance management for engineering teams. He has the rare ability to translate statistical methods and AI tools into practical systems that actually improve daily work.”
For Omar, these results were not just about efficiency. They were about cultivating a factory that could learn, adapt, and protect its people from disruption. His predictive models did not replace human insight—they amplified it, giving managers and engineers the information they needed to plan better, respond quickly, and strengthen operations.
Sustainability through Automation
In the paint shop, Omar introduced robotic booths that reduced primer and sealant use, alongside solvent-recycling systems that cut chemical waste. These projects not only saved over a million dollars annually but earned GM Colmotores the PREAD Environmental Excellence Award.
As he puts it: “Automation is not just about speed—it’s about consistency and safety. When you use robotics to manage hazardous materials or repetitive tasks, you reduce errors, cut waste, and protect people. That’s as important as the financial savings.”
Omar further adds: “One of the things I’ve always valued is seeing how environmental projects connect with the community. When your work results in less pollution, safer air, or reduced chemical waste, you see that industry can contribute positively beyond the factory walls.”
Leading People and Training the Next Generation
Perhaps no contribution defines Omar’s legacy more than his investment in people. Through GM’s Manufacturing University, Omar delivered more than 2,000 hours of training to over 500 employees, certifying dozens of engineers in Six Sigma each year. This highlights a specific significance of his contributions to the field, as his people-first approach to mentoring and technical training changed how professional development was structured within GM, making continuous learning a formalized and central practice in manufacturing operations.
Several employees he mentored later advanced to leadership roles abroad, evidence of how his people-first approach multiplied across the industry.
He reflects: “When you help a young engineer see how their work connects to the bigger picture, they become more confident and creative. That’s the kind of growth that multiplies impact—you train one person, and they carry that knowledge forward to dozens more.”
Omar also conducted peer reviews of senior engineering talent, shaping GM’s leadership pipeline for years to come.
Values anchor Omar’s teachings: “For me, honesty, transparency, and respect are non-negotiable. When you lead with those principles, people trust you. They’re willing to try new approaches because they know you’ll support them, even if mistakes happen. That’s how real learning occurs.”
Alejandra Trucco, HR Manager at GM, praises this approach: “Omar was instrumental in shaping a workplace culture where training and development were constant. The Manufacturing University program was his brainchild, and it positioned our plant as one of the best environments for engineers to grow.”
One example stands out: several of the engineers Omar mentored in Colombia later took leadership roles in Brazil and Mexico, carrying forward the practices he instilled. For Omar, that is the most meaningful recognition of all.
Recognition and Awards
Over nearly three decades, Omar has amassed accolades that reflect both technical and leadership excellence.
His PREAD Environmental Excellence Award highlighted his success in combining automation with ecological responsibility. In 2023–24, he received the Implementation Excellence Award for Workplace Safety Systems, acknowledging his role in achieving a zero-accident rate. He was also nominated for GM’s Global Quality Award during the BIQ III and IV certification processes.
Omar says: “I believe the most meaningful outcome is seeing those I mentor advance into leadership roles. Awards may end up in a drawer. But seeing others advance proves the work mattered.”
Andres Ochoa, Manufacturing Director at IFAB, ties these recognitions to credibility beyond a single company: “When you look at Omar’s recognitions, you realize they are personal milestones and signals to the entire industry. They tell clients, regulators, and peers that his leadership is globally relevant and reliable. That credibility is invaluable.”
Scaling Automation beyond GM
After more than 25 years at GM, Omar transitioned into consulting, bringing his automation expertise to new arenas.
At IFAB Corporation, Omar’s first project—Value Stream Mapping the door assembly line—cut cycle times by 18 percent and freed up space for parallel production. He also designed a real-time KPI dashboard that became a factory-wide standard.
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Omar explains: “As a consultant now, I identify lean manufacturing processes, develop value stream mapping to analyze process capability, standardize processes with methodology, focus on cycle times, train people to improve results and change culture. The goal is always the same: sustainable improvements that belong to the teams themselves, not just to me as an outsider.”
His evaluations now guide executive decisions and his systems have embedded a lean culture across teams.
Industry 4.0 with People at the Core
For Omar, the future of automation lies in balance—using robotics and AI to raise efficiency while ensuring factories remain safe, sustainable, and people-centered. He often reminds peers that robots and algorithms only succeed when human judgment guides them, a perspective that continues to shape how he mentors the next generation of engineers.
He reflects: “Technology is evolving swiftly! However, the difficulty is to integrate it in such a way that humans remain central. Robots, sensors, and AI models may achieve incredible things, but they can only reach their potential if people are empowered to lead and enhance them.” That perspective traces back to his earliest experiences at GM.
His Mercosur shadow training in Argentina and Brazil exposed him to global practices in automation and leadership, lessons he later translated into the automation of the Engine Assembly Line and Instrument Panel Sub-Assembly Line in Colombia. The Six Sigma certification and years certifying others in problem-solving methodology further strengthened Omar’s ability to build systems where technology and people reinforced one another.
Even in peer reviews of senior engineers at GM—assessments entrusted only to those with the company’s highest confidence—Omar applied this same principle: high standards, paired with mentorship that gave colleagues the confidence to lead.
His commitment to knowledge transfer has extended beyond the factory floor. As a conference speaker at Universidad de América and participant in a Harvard Business Delegation course on high-performance teams, Omar has shared insights with audiences well beyond GM’s walls.
And at home, his influence takes an even more personal form: two of his children have followed him into industrial engineering, a generational handoff that underscores how deeply he believes in passing on the mindset of continuous improvement.
He says: “I’ve always believed knowledge multiplies when it is shared. Whether it’s with a young engineer in a plant, a peer at GM, or my own children, my role is to open doors so they can go further than I did.”
This emphasis on people does not diminish his technical vision—it amplifies it. Omar’s future-facing outlook blends AI-driven predictive maintenance, robotics for precision, and sustainable practices like solvent recycling into a unified framework. By combining advanced tools with values like transparency, responsibility, and teamwork, he points toward a model of manufacturing where efficiency and ethics coexist.
Summarizing his philosophy, Omar explains in simple but powerful terms: “If my legacy is that factories become smarter and greener, and people see manufacturing as a field where they can grow as professionals and human beings, then I’ve achieved what I set out to do.”
For an industry still grappling with how to balance rapid technological change with human development, Omar outlines a framework where automation and robotics elevate people, and every new tool becomes an opportunity to build a more inclusive future.
