Francisco Pacheco Email and Phone Number

Reporting directly to the VP of Operations and dotted line to the Manufacturing Optimization Global Leader in Japan. overseeing 3,790 associates in the 3 ceramics plants in Mexico (Tlaxcala, Mexico State and Aguascalientes). Managing an annual budget of USD $340 million. Responsible for supplying products to DC’s according to schedule and hit the core earnings according to the region’s mission. Collaborate with the central functional leaders of Finance, HR, EHS and Quality to deploy policies, programs and plans cascaded from Head Quarters. In charge of the mid-term roadmap to match SOIP blueprints in terms of production capacities and capital expenditures investments.• Increased annual production output during 2021 from 7.8 to 8.6 million pieces (USD$124 M impact in revenue). This successful project required: 1) creating a software at bottleneck processes for maximizing loading and, 2) reducing losses generated by spoilage at bottleneck processes using Six Sigma tools and best-practice sharing among the 3 facilities.• Reverted in the last 6 months of 2021 a negative manufacturing variance generated in the first half of the year by USD$3.4 million. Daily absorption report, budget control for the essential to operate, and additional continuous improvement projects for productivity and spoilage were key to overcome the results.• Reduced GFIR (General Frequency Incident Rate) in 33% versus 2020. This reduction brought a direct benefit on COGS for 2022 of USD$150 K on social security prime risk. Key actions were both the deployment of Safety Pillar from WCM, and a wave of trainings and hands-on exercises on Learning to See Risks.

Reporting directly to the VP of Operations and overseeing 1,214 associates at the Tlaxcala facility. Managing budget of USD $78 million/yr. Responsible for hitting the targets on the 5 Manufacturing Principles (S,Q,D,C,M). In charge of supplying products to retail customers in USA and Mexico (Home Depot, Lowes, Costco) according to schedule and meet the Mfg Variances according to mission. Implement policies, programs and plans cascaded from Head Quarters and other areas of the business. •Improved FPY (first pass yield) from 63% in 2013 to 90% in 2020. In terms of spoilage this represents USD$14.3 million in annualized savings impacting directly to COGS. Implementing MONOZUKURI WAY and WCM including all levels of the organization (operators, engineers, Union, HR), PDCA methodology, and Genba (go and see) were key to solve a prioritized list of defects.•Increased revenue in USD$170 million/yr by increasing annual output in 1.1 million pieces produced annually. From 2.1 in 2013 to 3.2 million pieces in 2020 produced in the facility. The improvement in the FPY described above (MONOZUKURI WAY and WCM) and the creation and implementation of an outcome-based Incentive System for operators, supervisors and engineers were determinant factors for the result.•Reduced in 42% indirect expenses by implementing Cost Deployment Pillar from WCM. This allow every leader in the facility to be the business owner of his/her budget by understanding their perimetral cost (MONOZUKURI WAY and WCM) they were responsible for, and then generating productivity projects year over year based on a prioritized approach.•Reduced LTIR and TRIR (Incident Rates) in 75% in 2020 versus 2019. This impacted in USD$80 K in the manufacturing variance as the social security prime risk got reduced to the minimum value of 0.5 allowed by the Agency in Mexico. The first plant on implementing Safety Pillar from WCM, and the first big wave for the Learning to See Risks contributed to this achievement.

Reporting directly to the Director of Operations and overseeing 1,150 associates at the manufacturing department. Managing an annual budget of USD $38 million. Responsible for hitting the targets on the 5 Manufacturing Principles (Safety, Quality, Delivery, Cost, Morale). In charge of manufacturinf products to retail customers in USA and Mexico (Home Depot, Lowes, Costco) according to schedule and meet the Manufacturing Variance according to the plant’s mission. •Improved FPY (first pass yield) from 63% in 2012 to 73% in 2013. In terms of spoilage this represented USD$4.4 million in annualized savings impacting directly to COGS. This achievement was obtained by the kick-off of the MONOZUKURI WAY Manufacturing System. Teams were created, trained and put into practice the basics of the Monozukuri Way: Genchi Genbutsu, Daily Management, and Kata.•Increased throughput from 2.3 to 2.7 million pieces during 2013. Monozukuri Way was key for this metric. Improving FPY (Quality Pillar described in the above point), reducing downtime at AA critical equipment like kilns by deploying Professional and Autonomous Maintenance pillars.•Improved CTS (compliance to schedule) from 84% to 92%. The improvement in Quality and Downtime described above, allowed along with the implementation of internal developed software to increase the metric to serve both domestic and north American markets. Routs, Routines and Rhythm were implemented in operations in order to follow a pattern inside the operations according to the Monozukuri Way (logistic pillar).

Reporting directly to the Director of Continuous Improvement and overseeing 3 direct reports (CI engineers) at the Tlaxcala facility. Responsible for hitting the targets of the following metrics: a) CI hard savings; b) implementing Monozukuri Way Manufacturing System according to Corporate directions, c) deploying training waves on Monozukuri Way, Lean and Six Sigma; and d) creating the mid-term CI roadmap for plant productivity.• Exceeded CI hard savings target from 2010 to 2012 by 3million dollars. Savings came mainly from Labor Productivity projects. Deploying MURA, MUDA and MURI for all operations allowed the reduction in headcount from 1,360 collaborators in 2010 to 1,214 in 2012 (10.7% of improvement) while production kept increasing in the same period. Quality hard savings projects were also the other big contributor to this achievement by improving FPY from 58% to 63%.• Obtained the Excellence Plant Award for the Monozukuri Way Improvement. Among 15 plants around the world, Tlaxcala Facility was recognized by the level of implementation of the manufacturing system, along with the financial results obtained. Assessment included 5S score, Problem Solving (Kata and Daily Management Level), Flow and Inventory Management, Hoshin Kanri (organizational alignment), Financial Performance, and People Development.• Obtained the SMART Team Contest Award in 2012. This is an annual competition among the North American facilities, and the “Cracks Reduction on Tanks” project was selected by the financial impact, Monozukuri Way pillars implemented, and the performance of the team describing the tools and benefits as well as the manufacturing principles improved (safety, quality, delivery, productivity and people).

Reporting directly to the Plant Manager and dotted line to the regional Operational Excellence Manager in Singapore. Being part of the 500 associates in the Puebla facility. Plant COP was worth 32 million annually. Main products manufactured in the facility were heart-monitoring electrodes, elastic, plaster and glass fiber bandages, X-Ray surgery dressings. Managing 6 direct reports for both areas of responsibility. Responsible of executing 3.5% of COP annually. Responsible for the Blue, Green, and Black Belts training according to projects.• Won the Bring Home the Gold award for 2008 and 2009 contest involving all regions and facilities of the group around the world. Project in 2008 involve a lean project at electrodes production line where a 50% of labor productivity was reached by using line balancing and waste elimination. For 2009, winner project Plaster Bandages reduced standard cost in 38% by developing new suppliers for plaster and packing materials.• Launched to market in 2007 CURITY™ elastic plain knit bandages for retail and public hospitals. Project was worth USD$3.8 million on revenues. CI team designed the process, develop the arts for the packaging and got the target cost for launching using 1 production shift. After launching, sales required incremental capacity, so 3 shifts were full running and a Capex requirement for new looms was approved in 2009.• Trained and Certified 45% of salary employees in at least one of the OpEx programs (Lean Leader, Blue, Green, Black Belts) – the highest rate in the group in 2009 –. Puebla was the first plant in the COVIDIEN group on training and certifying an hourly female Line Leader Operator under the Lean Leader Training Program.