Expert company in the application of self-adhesive films, vinyl coatings and solar and graffiti-resistant laminates; we are leaders in Surface Treatment. Our pieces of vinyl, using high-definition digital printing, give us the freedom to create to suit the client's needs; we are able to customize all their interiors and surfaces.In the railway sector, we are European leaders in the vinyl coating of trains as an painting alternative ; in construction and commercial real estate, we offer, among other things, the possibility of installing solar laminate to reduce interior heating, also improving other negative aspects such as glare and UV rays.I plan, coordinate and supervise production, as well as the raw materials purchasing. I manage stocks and the improvement of production processes.

Serra designs and provides welding facilities for the automotive industry. There are two business units with a total turnover of 65-70 € million a year. In The Product Business Unit (PBU), we developed and manufactured welding machines with a turnover of about 15 € million / year. My team was 25-50 people.Regarding PBU, my responsibility covered supply and manufacturing, and for several years all the operations management: design, planning, purchasing, assembly and delivery of the machines.For all business units, I was responsible for logistics and the warehouse, where we made the reception, storage and shipping of all Serra products and goods.Achievements:  MRP Implementation. System settings for the centralization of all purchases, parameterization of SICs, MRPs and PRPs wide enterprise. Unification and centralization of all stores in a central warehouse. Nowadays we made quarterly inventories and had been simplified and improved management, reducing obsolete materials and decreasing assets (from 4 € mills. € to € 2.4 million).  Professionalization of Logistics. Reduced overall logistics costs by 10-15%. Changed the range of products towards special machines since 2015 (currently these machines are the 40% of the sales). Came up with the resolution of endemics problems (2016 motors) and develop a new design system to industrialize new products; it was successful with the welding gun X45GF (2016). Change trend in the PBU operations results, from losses in 2013-2015 (-1.4 € mill EBIT) to earnings from 2016 to 2019 8 (+1.8 € mill. EBITDA).

Plastic Injection Industry. 4 MM € Turnover. My staff, 50 people in 3 shifts. Responsible for the production, management of equipment and staff, of a plastics injection plant for the manufacture of goods for the medical sector: hemostasis testing, flow metering and elastomeric pumps for intravenous infusion.

Technical Textile Sector. Turnover 20 million €. Staff on my charge 115 people.I managed the industrial area of the two plants of the company (Galicia and Catalonia): manufacturing, process engineering and planning. Responsible for restructuring and managing operational processes to significantly increase the quality and service.

I improved the effectiveness and efficiency of the resources used in organizations with the aim of increasing competitiveness and reducing costs.Main achievements:  Cost reduction of 20 % at an outsourced warehouse and review the security system to get savings of the same order.  Review the warehouse management system in a pharmaceutical distributor (Nafarco). Proposals to reduce the resources used by 15 %.

Chemical Know-how, Automotive & Electronics Auxiliary Sector. Turnover: 50 MM €. Staff in my charge: 162 people. Manufacturing of copper-clad laminates for circuit printed boards. Continuous industrial process (impregnation), or in great batches (varnish and press).Main achievements:  Development and industrialization of a new product, the Cobritherm, for LEDs and high power technologies. Increased productivity ratios by 15 % while improving flexibility. Cost reduction to 35 % in raw materials by buying from emergent markets. Supply chain improvement by reducing the finished goods stock by 40 %.2007 – 2010 Industrial Area Manager.Responsible for manufacturing, logistics, process engineering, maintenance, quality and purchasing. Great experience in team management, change management and negotiation with Trade Unions. Steering Committee member. My team defined and led the industrial project for moving the activity of the company to a new emplacement.2004 - 2006 Responsible for Logistics, Planning and PurchasingImplementation of a new system based on short, simple and flexible plans; the master planning program was reduced from 3 months to 2 weeks. We changed the forwarders and we reduced the cost by about 15-20 %.2001 - 2004 Manufacturing and Process Engineering ManagerImprovement of flexibility and productivity by introducing technical developments, a new schedule and a new manufacturing bonus. We developed a bevelling machine, specifically for the thick copper automotive products, doubling the capacity of this process.

Metallurgical multinational automotive sector. Injection pumps manufacturing with very accurate industrial processes: soft machining, heat treatment and high accuracy hard machining (microns), final assembly and product calibration. I led a team of a maximum 240 people. Turnover € 250 million.Main achievements:  Development of the Heat Treatment of the Common Rail Pump parts, designing and standardizing processes. I bought the required equipment and facilities: investment of 12.8 € million. Leadership of the rotor setting reject reduction team, the machining reject was reduced from 15 to 3 % and the final pump test rejects decreased from 5% to 0.5 %. Growth of the Heat Treatment Cell capacity by 300 %.1998 – 2001 Common Rail Project Manager.Implementation of the new manufacturing module for the common rail pump. I participated in the pump design by simultaneous engineering and, with my team; we developed new processes by purchasing and preparing the machines for operation and ramp-up.1997 - 1998 Deputy Hydraulic Head Module ResponsibleResponsible for the two main improvement projects: rotor setting and coolant central system.1988 – 1997 Heat Treatment ChiefResponsible for updating, developing and improving the Heat Treatment Cell. The starting situation: important quality problems and obsolete machines in bad maintenance status. We carried out major investments: 0.45 € million in 1992, 3 € million in 1993, 1 € million in 1995 and 0.5 € million in 1996. During five years, at the same time that I was responsible for Heat Treatment, I was working part-time (50/50) in a task force to redesign the whole factory, the goal was to increase overall capacity, with a manufacturing flow distribution.