Erik Wiegand Mejias Email & Phone Number

Chile

Santiago, Chile

Reporting to South Latam Manufacturing Director, responsible for the complete Site Operation, ensuring the continuity and improvement of the Business (converting the Site into a strategic partner for the Business). Leading the safety cultural change journey, while implement TPM strategy to enable the operation to increase Technical Capability & Methods, engaging, envisioning, and enabling the people to achieve desires results. ➢ Plan and execute RCCP to deliver S&OP. ➢ End responsible of the Site KPI´s SQCDM (financial and non-financial). ➢ Deliver annual Cost and Capex budget, improving Site P&L. ➢ Promote the continuous improvement in the Site. ➢ Accomplish all laboral, legal and environmental requirements. ➢ Establish and promote the relations with the unions. ➢ Execute all needed projects to create and promote Site productivity. ➢ Develop and promote the Site CBN. ➢ Reduce WC (Raw Materials, Storeroom, PST, FP).

Región Metropolitana De Santiago, Chile

Reporting to Site Manufacturing Director, responsible for the Converting Lines productive process (HHT/BRT, Professional Hygiene and Folded Napkins), from the transferring of row materials, production, to the finished product. In charge of 120 people, distributed among the Operations; Maintenance and Organizational Capability, which represented close to 30% of the total head count of Essity Chile. Part of the responsibilities were implement tools and strategies related to Autonomous Maintenance, Planned Maintenance, Root Cause Analysis, to increase Safety, Quality, Productivity, Costs, and People Morale. Working in People Leadership, strategies to implement the right method in the operations and increase Operational Technical Capability.

Procter And Gamble

Site Engineering Manager, leading a 5 person team in charge of Initiatives Masterplan and the Plant’s capital budget; in addition in charge of all projects related to infrastructure and production lines. In charge of general manufacturing expenses budget including project’s non-capitalized costs, startup lines expenses, training, etc. Responsible for the Plant’s Facilities costs, being the company’s official representative with other contractor companies that deliver services and provide the Plant’s maintenance.In charge of increasing the Engineering and Operations staff’s capability in IM (Initiative Management) tools, fulfilling their success criteria by strengthening their projects startup’s success.

Procter And Gamble

Responsible for the productive process of Fem Care and Baby Care production lines, from the transferring of raw materials, to production, to the finished product. In charge of 85 people, distributed among Fem Care and Baby Care operations, Technical Support, Storeroom, Work Shop and Product Execution, which represented close to 80% of the plant’s total staff. Within the responsibilities was to generate the cultural change necessary to advance to the next level of IWS (Integrated Work System) phases, thus taking better advantage of the tools to increase results in efficiency, costs, productivity, safety, quality, and morale.

In addition to TSG duties, BC Department responsibilities are added. In charge of the department’s production process, directly reporting to the Plant Manager. Responsible for the process from raw material to finished product, including manufacturing, where multiple productive KPIs related to efficiency, costs, safety and quality, are worked with.

Responsible for staff training, leader in new projects startup, Operations Standards and different technologies chronical problems troubleshooting. Leading a 5 person team in the chronic issues analysis through the application of Root Cause Analysis tools. Furthermore, this team was the nexus between the operations and the global support group, escalating the issues to the platform and bringing improvements to the processes.

Responsible for the Palletizer Robot Operation and the Sanitary Pad Production Line, in charge of a 19 person team; developed action plans to reach daily, weekly and monthly operation objectives; improving the operation’s main KPIs and the line’s efficiency, becoming one of the top 5 lines in the world. Furthermore, while in the role of Global RCO (Rapid Change Over) leader, developed the standards applied to all LCC converters in the world, reducing its required time from 480 to 60 minutes, fulfilling all Safety and Quality standards.

Responsible for Storeroom, Work Shop and Progressive Maintenance Pillar in addition to the Palletizer Robot startup, where IWS methodology was implemented, thus turning it into a production line fulfilling all Operation standards including: AM, PM and DDS.

In addition of keeping the Progressive Maintenance Pillar Leader’s responsibilities: applying PM steps methodologies and providing end user coaching, KPIs and SAP-loaded maintenance budgets were generated. Contributed to the startup of the new Baby Care converter in November 2008, by being in charge of supporting, training, developing standards and escalating all of the area’s issues to the Global Platform.

Entry-level management position; in charge of acquiring capabilities to become a Progressive Maintenance Pillar Leader, developed training strategies and coached key and end users in the Maintenance Module SAP tool, carried Maintenance planning directly through SAP to manage costs and the Storeroom’s planned reposition of spare parts, translated in a reduction of Spare Parts Inventory. Implemented Breakdown Root Cause Analysis tools, Lubrication standards, Visual Controls, Maintenance Administration and Maintenance Costs Management.Responsible for the operation’s Storeroom and Workshop (WS), in charge of 4 people. Lead this team according to Quality and Safety standards; thus avoiding production lines breakdown caused by lack of maintenance and/or spare parts.

Región Metropolitana De Santiago, Chile

Intern position; in charge of acquiring capabilities to become a Progressive Maintenance Pillar Leader, developing training strategies and coaching key and end users in the Maintenance Module SAP tool, carried Maintenance planning directly through SAP to manage costs and the Storeroom’s planned reposition of spare parts, translated in a reduction of Spare Parts Inventory. Implemented Breakdown Root Cause Analysis tools, Lubrication standards, Visual Controls, Maintenance Administration and Maintenance Costs Management, while performing my University degree project.