- Ideation and development of new ways of working and changing company status quo to make it more agile, efficient and ready to face future business needs- Company Strategy: OKRs definition and creation of new management model base don Agile methodologies. Deployment to the organization and follow-up on the execution.- Continuous collaboration and support to the Executive Council of the Company on the above point.- Towa Transformation Committee Partner (composed by CEO, CP&CO, CFO, CIO and Transformation Manager).- Strategic and transversal key projects leadership and coordination.- P&L analysis to identify big improvement opportunities

Plant Operational Excellence Manager for Martorelles site. My main responsibilities include:- Assessment of plant and departments KPI gaps and action plans proposals to close the gaps, particularly in efficieny (OEE), productivity (FTEs), service (OTIF) and cost.- Pharmaceutical Benchmark Study and deployment of the plant Operations improvement plans.- Leadership of plant improvement projects resulting from the above areas.- Development and coaching to Operations department leaders in Continuous Improvement systems, tools and techniques (TPM, PDCA, Lean Manufacturing…).- Plant Strategy Definition and Deployment process. Alignment of department working plans with plant strategies and objectives.- Active member of Site Leadership Team.#OperationsManagement #PlantManagement #ProductionManagement #Pharma[In February 2020 Esteve's Generics Business Unit was divested and acquired by Towa Pharmaceutical.]

Professor of the Master in Operations Management.

Associate Professor of 'Production Management, Project Management and Marketing Strategies' subject in the Master in Food Innovation and Development (Pharmacy and Food Science Faculty).

Profesor de Operaciones en Industria Farmacéutica

GreenBall is a new Circular Economy project that transforms tennis and paddle balls into energy. This helps minimize waste that goes to landfill and, at the same time, decreases carbon dioxide emissions and therefore environmental footprint. See the attached presentation of our project and follow us on Instagram to stay up-to-date!@greenball_bcn

Maintenance management leader in Solids-Bulk production department (capsules, compression, coating and granulation of pharmaceutical forms). Main tasks include leading the technical team (6 people), leading OEE glidepaths and cycles, managing the maintenance and capex budgets of the department, leading maintenance KPIs and the implementation of TPM and continuous improvement tools and techniques (both in maintenance and production teams).I am also the responsible for the Electronic Batch Report team (3 people), which is in charge of the creation and modification of batch electronic recipees, and the Calibrations outsourced service for the whole plant.#OperationsManagement #PlantManagement #ProductionManagement #Pharma [Since February 2020 Esteve Generics Division has been sold to Towa Pharmaceuticals group.]

As Liquid Detergent Department Leader (Production Manager), I was responsible for the module operations (70 people, 5 shifts 7/24), which was part of the EMEA supply chain. My main objectives were helping the organization to meet the supply chain needs by delivering the production with the customer quality targets, service and cost, while keeping the strong HS&E and company values foundations.As a consequence, I was the direct responsible for assuring the right staffing of the department by adjusting production capacity to demand, increasing module productivity and efficiency, aligning the team objectives with the category and plant ones and coaching and enabling the team to help reach them. TPM, Lean Manufacturing and Continuous Improvement methodology (P&G Integrated Work Systems methodology) were a crucial part of the department processes.As of July'16 Mataro plant was divested by P&G and turned to be part of BlueSun Consumer Brands Company. As a consequence of the new organization, I was also the Launch Leader of the department, being responsible for the launch of all the initiatives, particularly new brands and private label products, with scope both in the making unit (2 new White-Bases and 20 new final formulas launched) and packing lines (new pouch detergent packing line, a new bottle shape and 2 new bottle formats).#OperationsManagement #PlantManagement #ProductionManagement #FMCG

Leadership of initiatives launch and projects implementation in Ambipur production department to increase gross margin (new products being launched to markets, cost savings projects in production lines, equipment improvement projects, etc), ensuring schedules (from feasibility studies until start of productions), costs and product quality targets are met, by applying SIMPL Initiatives Management methodology.Point of contact between the plant and periferic organizations (e.g. R&D, Packaging Development, Quality Materials, Marketing, Engineering, etc) both at local and regional levels, to successfully launch all the department projects and initiatives. #OperationsManagement #PlantManagement #ProductionManagement #FMCG

Line leader of two Ambipur production packing lines with a crew formed by two teams of operators –total of 10 people-).Responsible for the results of the production unit: safety, quality, service, efficiency and manpower. Main objectives related to increasing lines throughput by reducing planned and unplanned downtimes and Autonomous Maintenance (increasing productivity by eliminating losses), based on TPM and Lean Manufacturing continuous improvement tools and culture:loss elimination to increase OEE and MTBF (PDCA, Pareto, A3, 5 Why’s, Kaizen, Ishikawa), standardization and process improvement (SMED, 5S’s, defects elimination...), Total Quality (visual controls, Jidoka…), VSM, etcCoaching to operators in order to support their personal and professional development, specially in what is referring to Autonomous Maintenance program.The result I am most proud of is achieving 12 "perfect shifts", which are shifts with 0 Safety incidents, 0 Quality incidents, 0% of Unplanned Downtime and 0 Minor Stops. Other achievements: 15% increase of OEE and 4 Autonomous Maintenance phase audits successfully passed.#OperationsManagement #PlantManagement #ProductionManagement #FMCG

Responsible for the start-up of 4 Ambipur production packing lines being relocated from Santiga plant to Mataro plant, as well as the start-up of any other projects being implemented in the lines. Following PSI and CQV protocols to make sure targets on Quality, Reliability, Maintainability and compliance with plant standards are achieved.Responsible for the start-up of other projects, such as a new packing format in one line and the installation of dynamic bottle checkweighters in 3 packing lines to meet unit weight control requirements. #OperationsManagement #PlantManagement #ProductionManagement #FMCG

Leading the different phases of each project, from feasibility study to design, execution and hand-over to operations, using Project Management EWP methodology. Responsible for complying with targets on costs, due dates and scope of each project, as well as management of the rest of project sub-areas: resources, sourcing, interface management, risks, quality and change management. Main projects:- Dec'12 - Jun'13: construction manager for Ambipur operation relocation (local scope) from Santiga plant to Mataro plant. Conditioning of existing premises and facilities to fit Ambipur production lines, including the build-up of a new 500m2 warehouse. Responsible for coordinating execution team (3 project technicians) and contractor crew (peaks of 500 contractors per day). Focus on Safety, Quality, Schedule and Cost.- Oct'11 - Dec'12: Sunny Delight divestiture from site, taking part in two parallel processes: Due Diligence and Turnover Agreement with Orangina Schweppes, covering Lease termination requirements and site clearance ones, participating in negotiations between Orangina Schweppes and P&G. Very close work within Engineering, Legal and Real Estate Departments of P&G.- Abr'12 - Dec'12: Bleach making&packing site clearance: bleach production transfer from Mataro to Porto plant, site clearing all bleach department.In addition to the Project Manager role, I also maintained the Environmental Leader one, as part of my previous assignment as HS&E Manager. Particularly, my main responsibility was leading the IPPC permit of the site ("Autorización Ambiental") and all its legal inspections and both substantial or non-substantial changes, as well as all the rest of the environmental vectors included in the IPPC permit (waste, emissions, Industrial Safety, Seveso, waste water...). P&G Plant single point of contact with local and regional authorities.#FMCG

Leading the HS&E pillar of the plant (x-department function) to make sure all departments were working towards the plant and company HS&E goals. Additionally, I was the Environmental Leader of the plant, being my main responsibility leading the IPPC permit of the site ("Autorización Ambiental") and all its legal inspections and both substantial or non-substantial changes, as well as all the rest of the environmental vectors included in the IPPC permit (waste, emissions, Industrial Safety, Seveso, waste water...). P&G Plant single point of contact with local and regional authorities.#FMCG