·Oversee day-to-day processes that impact the operations, customer services, quality.
·Manage the human teams and the budgets for each department to achieve quality, service and cost goals.
·Develop and execute thestrategies to support Company´s plans (growth, results and customers satisfaction).
·Develop a Continuous Improvement process Throughout the Plantby mean of Operational Excellence management
·Achieve results by improving and implementing operational processes and systems to boost company performance (decreasing the production cycle , reducing inventories, increasing the profitability andcustomers satisfaction
·allocate resources as needed to drive results and meeting changing priorities
·Monitoring the efficiency of the processes by mean of indicators (KPIs) and develop and execute actions(improvementplans) to return hedeviated processes to standard values.
·Manage and lead human teams: 43 staff (Managers, Supervisors, administratives)+305 operators.Total 348 people.
·To be member of the Steering Comitee of the Plant.
·Implemented the Bar coded labelling and radio frequency reading system along the complete Operations loop
·Designed and developed pick up to light system to prepare shipments to customers and production lines.
·Delivered savings in Direct labour (10 operators less in Operations of the whole Plant).
·Delivered 100% accuracy in internal and external deliveries.
·Interactive updating of the ERP along the complete Operations loop.
·Delivered “Zero” mistakes caused by delayed updating of the ERP.
·Implemented EDI Communications System to receive customers orders (firm and forecast) and send ASNs to them.
·Delivered 100% accurate customers demand inputs to the Planning System.
·Delivered 100% quality customers specifications in terms of EDI.
·Implemented the Quality System to be applied in the Operations area and generalised the application of Quality and problem solving tools (FTA, QRQC, FMEA, and PDCA).
·Delivered reduction of customersQuality Complaints from 50 PPMs (year) to one single digit PPMs (year) (less than10)
·Delivered reduction of the ratio of internal rejection in production lines from135000PPMs to 7500PPMs
·Generalised the use of risk evaluation tools (FMEA) along the Operations loop
·Implemented Logistic POKA YOKES using bar code labelling and radio frequency in order to avoid mistakes regarding quantities and identification in internal and external flows.
·Delivered savings of 50K€/year by elimination of costs due to customers logistics claims.
·Put in place “PULL FLOW” in internal production lines and “Kanban” with external suppliers (subcontractors).
·Delivered reduction of 1.8 days of stock in FG inventory.
·Delivered improvement of the ratio of deliveries on time to customers from 150000 DPMs to 20000 DPMs
·Reduced the cost of special freights to customers in 98 %.( equivalent to savings of 37K€/year)
·Established and put in place KANBAN with suppliers without physical cards (FAXBAN).
·Delivered 0 line stoppages caused by lack of components due to KANBAN lost cards.
·Implemented replenishment systems with suppliers in order to minimize the Inventory value and reach the budget/ target. FAXBAN, VRO, SEQUENCER.
·Delivered improvement of deliveries on time from suppliers from 85% to 99%.
·Delivered total Inventory reduction from 10.5 to 2.6 days of stock.
·Provided leadership in the “re - sourcing” of suppliers from Madrid to Tunisia and Portugal, and from Barcelona to China as well. Also others re - sourcings to different LCC.
·Delivered Purchase Index reduction of 2.9 points