Leading an organization which consists on a Plant and a Distribution Center for Europe, Central/Sud America, Asia and Pacific.This organization has 176 employees in HSE, Human Resource, Quality, Sales, Supply Chain, Production/Maintenance, Purchasing, Operations Excellence and Finance areas.

Leading a team of 176 employees from different areas such as Gap Painting/TEF, UAP2, FES&P and Digital Transformation.Management and technical skills were required in order to achieve all tough targets (HSE, quality, deliveries, productivity, innovation, structure organization and Faurecia Excellence Standards) from such different areas. To support all these, continuous improvement was the main strategic guide.

Leading a team of 511 employees from HSE, Quality, Logistic, Poduction, Maintenance, FES, Engeneering, Purchaching, Human Recourse and Controlling areas. The main target was suppling all customers according their demands of quality, quantity and delivery needs.To achieve these basics demands several steps were developed such as: Improve production and quality people behaviours; simplify logistic and process flows; focus HSE concepts and develop a continuous improvement culture based on lean principles as Visual Management, 5S culture, internal production/quality/logistics process audits, ergonomic behaviours and S&R processes.All these activities were based on the Faurecia Excellence System (FES) management tool.

Leading a team of 96 employees distributed on different technologic/production process as Painting, PVC slush skins, Foaming, Milling, Welding Vibration and Assembly. Main target was suppling all customers according their demands and respecting the Faurecia Excellence System (FES) at this area.

As the Supply Chain Manager leading a team of 45 employees in order to: supply five customers/OEM (GM, FORD, RENAULT, PSA and one Faurecia plant in Brazil); managing 72 suppliers (majority were located ouside Argentina - China, Europe, Mexico and Brazil); daily production follow up; achieve all KPI and implement the Faurecia Excellence System (FES) at this area.

80 employees at production area (printing, lamination, slitting and extrusion) and logistics (RM/Ink warehouses);Optimize production and logistics processes according to a strategic plan, continuous improvement (Kaizen) and Lean principles as Visual Management (online productions and maintenance records, reports, daily briefings), 5S, Kanban (RM pull system, Min/max fixed positions), SMED, Processes audits.

300 employees distributed by 37 assembly lines;Areas such as communication, people, tools, operational management, workstations and lay-out were optimized according a strategic plan which was based on the following vision, "At the end of 2010 being the best assembly department of GROHE Group";Also an attitude of Continuous improvement (Kaizen) and Lean tools as Balancing work, One piece flow, Internal logistics (means and resources reorganization), 5S, Visual management, Fixed position contributed to the achievement of this vision;Reducing injury risk project by developing ergonomics improvements on the workstations.

4 employees made production planning of Foundry, Machinery, Grinding, Polish, Plating and Assembly; order receptions, MRP (SAP), setting plans, monitoring subcontractors and dispatch.

82 employees at RM warehouse/Receiving, Internal logistic, Stock management and FG warehouse/Shipping;The whole Supply chain management included EDI orders received (AS400), all materials supplies (MRP/External pull system), receiving (10 downloads/day), RM warehouse management, production planning (Kanban), workstation material handling (pull system) and collecting/storage finish goods through logistic trains, preparation loads (FIFO) and shipping (25 loads/day) through fixed windows;Leading the implementation of a Supply Chain lean manufacturing plan.

70 employees at RM warehouse/Receiving, Material handling, Stock management and FG warehouse/Shipping;The whole supply chain management included EDI orders received (AS400), all materials supplies (MRP/External pull system), receiving (8 downloads/day), RM warehouse management, production planning (Kanban), workstation material handling (pull system) and collecting/storage finish goods through logistic trains, preparation loads (FIFO) and shipping (15 loads/day) through fixed windows;Leading the implementation of a Supply Chain lean manufacturing plan.

250 employees in production, material handling and maintenance injection tools;Member of a multidisciplinary team which I had under my responsibilities production planning (62 injection machines) and injection tools maintenance (300 tools).

First experience of leading a team (5 employees).