Juan Manuel Castro Garcia

Juan Manuel Castro Garcia

Interest

To continue my professional career working in positions of responsibility whithin the  Logistics, Supply Chain and/or Operations areas in industrial activities at any location (national or international).Motivated by jobs in multinational and multicultural environment. Fully opened to relocate and travel as much as necessary 

Objective

Looking for positions of responsibility whitin Operations area (Purchasing, Logístics, Supply Chain) in manufacturing industries .I wish to consolidate my position, provide with added value to the Company and grow with it.

Summary

Performance driven Engineer with over all experience of 30 years in performing several challenging tasks and 18 years out of 30 of comprehensive experience in providing impeccable Management of logistics operations, supply chain and Global Plant Operations. Good decision maker, highly practical with excellent strategic and technical understanding. Strong technical and methodical aptitude with ability to analyse, coordinate and synthesize data. Proven ability to manage multiple projects from concept to completion, utilizing innovative systems and streamlined operations.

Work History

Work History
May 2008 - Present

STRUCTURAL ENGINEER

FREELANCE

DESIGN AND CALCULATION OF STRUCTURES AND SERVICES ( ELECTRICAL SUPPLY, GAS SUPPLY,WATER SUPPLY, ETC FOR CIVIL  BUILDINGS), ASSOCIATED WITH AN ARCHITECTS OFFICE.

Dec 1997 - Apr 2008

DIRECTOR OF OPERATIONS AND SUPPLY CHAIN

VALEO WIPER SYSTEMS SOUTHEUROPE

·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.

ACHIEVEMENTS:

·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

Dec 1990 - Dec 1997

WAREHOUSES MANAGER

VALEO WIPER SYSTEMS SOUTHEUROPE

Global Warehouses Management at Madrid Plant.

·Inbound Warehouse: Incoming control, book on ERP, labelling, warehousing, despatch to production lines, cycle countings, yearly physichal inventory.

·Outbound Warehouse: Income finished good from production lines, warehousing, preparation of shipments to customers respecting agreed labelling and packaging standards.

·Oversee the execution of all Operations using bar coded labels and radiofreuency.

·Oversee that all operations respect theworking instructions and procedures concerning quality and safety.

·Allocate resources and priorities as needed.

ACHIEVEMENTS :

·Designed and implemented the flat storage system.

·Delivered reduction of 3operators in Operations of Supply to production lines.

  • Created and put in place the internal flows by mean of small trains.
  • Delivered the elimination of material damages over equipments and buildings caused by the

traffic of forklift trucks inside the shop floor

  • Delivered the elimination ofaccidents with human damages caused by the same reason.        
Jan 1991 - Jun 1995

PLANNING & SYSTEMS MANAGER

VALEO WIPER SYSTEMS SOUTHEUROPE

·Position performed simultaneously with that of Warehouses Manager

·Design , implementation and execution of the Planning Process, with definition of production strategies (MPS and S&OP) by production line as well as suppliers planning according to production plans and the stocks policy of the Company.

·Inventory Management to reach and maintain the inventory target for each type of product (Raw,Wip and FG) as well as the total Inventory target.

·Define and implement improvements in the existing ERP in order to cover all the necessary functions required for the Plant Operations.

ACHIEVEMENTS :

·Managed the modifications in the available ERP system in order to fulfill the operational requirements and maintain quality standards required by customers(FIFO, traceability, EDI communications, Quality control procedures)

·Delivered maximum quality qualification with main car makers worldwide (Ford, VW,

GM,BMW,PSA,D/C, Porsche....)

·Developed and implemented the sytem to execute the Planning Process for the short/medium term (MPS) as well as for the long term (S&OP).

·Delivered a reduction of two weeks in the leadtime of the Planning Process.

·Developped and implemented software for the integration of customer’s orders in the ERP.

·Delivered 100% accuracy in MPS,S&OP and MRP processes.

Sep 1988 - Dec 1990

I T MANAGER

CENTRO DE INVESTIGACION Y DESARROLLO DE LA ARMADA (Ministry of Defence -Spain

Implementation of the IT System ( LAN Digital).Management and Administration of the System : Users, Security, Backups,New resources ( new Software, new Hardware). Incidences solving

Apr 1984 - Jul 1988

PRODUCTION MANAGER

CENTRO DE INVESTIGACION Y DESARROLLO DE LA ARMADA (Ministry of Defence-Spain)

Shopfloor Organization and Control. Production Coordination. Technical Support to the production processes.  Human Team Management (82 persons).

Oct 1982 - Apr 1984

STRUCTURAL ENGINEER

FREELANCE PROFESSSIONAL

DESIGN AND CALCULATION OF STRUCTURES AND SERVICES ( ELECTRICAL SUPPLY, GAS SUPPLY,WATER SUPPLY, ETC FOR CIVIL  BUILDINGS), ASSOCIATED WITH AN ARCHITECTS OFFICE.

Jun 1980 - Aug 1982

COMETRO S.A. DE C.V.(MEXICO)

Preventive Maintenance Plans (definition and execution) for the Machinery and auxiliary Installations used in the building of the tunnels for the Subway at Mexico DF .Corrective Maintenance of the same equipment. Human team management (35 persons)

Education

Education
Sep 1986 - Jul 1989

UNIVERSIDAD PONTIFICIA DE SALAMANCA AT MADRID

COMPUTERS LOGICAL.

COMPUTERS ARCHITECTURE.

LOCAL AREA NETWORKS.

PROGRAMMING

Sep 1973 - Jul 1979

MECHANICAL ENGINEER

UNIVERSIDAD POLITECNICA

MACHINES DESIGN AND CALULATION..

PRODUCTION PROCESSES.MACHINE-TOOLS.

INDUSTRIAL ORGANIZATION,

STRUCTURES CALCULATION.

INDUSTRIAL ARCHITECTURE..

ELECTRICITY AND ELECTRONICS.

HYDRAULICS.

Skills

Skills

Spanish

Spanish language is my mother language so my level is excellent.

French

I studied French at the school but as I have not practiced frecuently my level stands beginner.Since I left my last job, I have been improving my level of French. I am improving quickly due to the good background that I acquired at the school.

English

High level of English ( conversation and written) after 11 years dealing everyday with customers and suppliers located out of Spain. Also Valeo´s Corporative language was English and reports at Division , Branch and Group level were done in English.

TEAM PLAYER

To be an active member of the team, aupport the work of the team even working directly in any task if necessary

FLEXIBLE & ADAPTABLE

To accept new Company culture and new Challenges

STRSS RESISTANT

SELF STARTER

DECISION MAKER IN COMPLEX AND CHANGING ENVIRONMENT

To be able to take decisions in complex situations , being able to redecide if changes of the situation arise.

LEADER

Being a leader for the team is the best way to reach sucess in the different missions that a team have to face.If the Team members are fully convinced about the targets and goals in which the leader is involved and committed then the members will become involved and committed as well and all the members will push in the same direction and the team will be efficient and will be able to reach success too.To be followed by the team( be a leader) , the leader  have to practice several skills : communication, trainning, motivation and individual/global  performance assesment . The leader must show to the team that he/she is a member of the team and work closely with all the members,demonstrating that he is able to do every single task done by the members.

CUSTOMER, IMPROVEMENT AND COST FOCUSED

Customer satisfaction is one of the main goals of Logistics and Operations in general so I am allways thinking about improve processes (improvement focused) in order to reach maximum customer´s satisfaction in terms of Quality,Cost  and Delivery (QCD) at the lower cost for my Company ( cost focused mindset).

PROACTIVITY

Detect possible concerns in advance and work to avoid them, it means to solve the concerns before occurrence