In charge of overseeing the production and shipment of cardboard and corrugated boxes and packaging at the Monterrey Facility. Direct reports: PrePress Technician, 3 Production Supervisors, Maintenance Supervisor, Production Scheduler and Logistics Supervisor with a workforce of 120 associates. Reporting to the CEO.• Successful new product introduction meeting L*a*b requirements• Improved Printing Press productivity by scheduling maintenance and setting up a plan with technical staff from the machine to repair and bring the equipment back to capacity.• Controlled maintenance spending to meet budget.• Developed new dynamic stripping tool.• Scheduled a one-week training for all die cutting operators with an external consultant.• Kick-off of a 5s program.• Started SMED at the Printing Press. Initial reduction of 50% in change over time.• Negotiate and coordinate outsourced production to meet customer’s demand.

Responsible for the manufacture and delivery of disposable hygiene products: Disposable baby diapers, Adult briefs, Baby wipes and Feminine pads. In charge of Production, Process Engineering Maintenance, Quality, Purchasing, R&D and Raw Materials Warehouse with a 400+ workforce. ISO 9001:2008 Certified Facility. Reporting to the Deputy CEO.• Production and delivery plan compliance above 98%.• New product development in record time. Antibacterial wet towel developed in 3 months.• Negotiations with suppliers to improve credit terms increased on average from 60 to 70 days.• Implementation of immediate response actions to quality findings detected in the production lines during final product inspection.• Negotiation and acquisition of new equipment to increase production capacity and launch of new products. Vendors based in Italy, China, Turkey and Brazil.

In charge of raw material price negotiations and supply in addition to product delivery to customers. Responsible for the areas of Purchasing, Raw Material and Finished Goods Warehouses, Shipping and Traffic. With a structure of 6 non-union and 37 union employees. Reporting to the Deputy CEO.• Raw material cost reduction by 12% in 2015 and 8% in 2016 through price. Equivalent to $ 3.6 and $ 4.1 million dollars.• Development of new suppliers as part of the strategy to achieve better prices and have second sources to ensure availability of critical materials.• Definition and establishment of product delivery routes and implementation of consolidated shipments to increase on-time delivery performance from 93.5% to 99.3%• Freight cost savings of $ 40k usd of material coming from the US.• Negotiated savings on indirect purchases and projects for $ 100k usd from September 2015 to July 2016.• Selection, negotiation and purchase of new machinery. Packaging equipment from Imanpack in Italy. Wet wipes production line from Kansan in Turkey.

Responsible for the manufacture and delivery of disposable hygiene products: Disposable baby diapers, Adult briefs, Baby wipes and Feminine pads. In charge of Production, Maintenance, Planning, Warehouses, Process Engineering, Continuous Improvement and Traffic with a 200+ workforce. ISO 9001:2008 Certified Facility. Reporting to the Deputy CEO• Improved productivity 15% by setting up a daily on-the-floor results review and establishing a root cause analysis process.• Reduced set up times. By means of Kaizen events change over was reduced initially by 33% and there were activities defined to further diminish internal set up activities.• Controlled and reduced by $30,000 the monthly maintenance expenditure by preparing a budget and daily follow up.• Successfully coordinated within time and budget new modules for in-line lamination to be used as part of a new product launch.• Lead successfully SAP MRP and LE-TRA (Transportation) reimplementation plan.• Eliminated backorder through inventory management, safety stocks, production scheduling and forecast vs actual order entry analysis.• Implemented training plan for all direct labor employees and a training matrix to track progress.• Improved business net income by defining and implementing initiatives towards reducing scrap, improving efficiency and reducing expenses in maintenance and overtime.

Leader responsible of fulfilling the company’s AOP by managing and coordinating the production floor as well as the maintenance group. Driver of Continuous Improvement by helping identify and supporting potential projects. In charge of an 800+ workforce. Reporting to the Plant Manager.•Successfully launched 6 new products meeting 100% the time and quality requirements.•Improved response time for critical customer request’s from 3+ days to less than 8 hours.•Led quality initiatives that reduced 50% the defect rate as audited in final assembly.

Leader and Coordinator in charge of meeting Delivery and Quality goals always following the Quality Management System guidelines. Driver of Operational Excellence and a Flexible Workforce by developing operators with multiple skills. In charge of an 50+ workforce. Reporting to the Plant Manager.•Improved lead time from 12 to 4 days.•Planned and executed successfully a direct labor reduction of 40% without losing key skills.•Downsized the supervisor team from 7 to 2 without impacting quality or delivery.

In charge of the Purchasing, Warehouse, Shipping & Receiving, Production Scheduling and IT areas. Coordinator of the facility’s production program. Responsible for on-time delivery to internal and external customers. Leading a team of 8 employees. Reporting to the Plant Manager.•Eliminated 100% of the past due orders.•Increased inventory turns 40% with shortages below 1%

Leader for the commissioning of the building and utilities needed prior to the move of manufacturing cells from Massachusetts to Mexico. Reporting to the Project Leader.•Coordinated key suppliers to a tight schedule so delays where held to a minimum and start-up was met 100%

Leader of the Six Sigma deployment at the site and later at the corporate level by means of training selected personal as Green Belts and Black Belts and defining strategic and significant projects. In charge of 3 Black Belts at the site. Reporting to the Plant Manager and after to the Americas’ Six Sigma Corporate Leader.•Implemented projects with saving of over 2 million dollars.•Trained 120 Green Belts and supported each one with their project selection.