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Skills: End to End Supply Chain Diagnostic · Microsoft Power Query · SAP PP · SAP MM · SAP SD

I ensured the relocation of two mass production lines of paper pads and spirals, from the UK to the Dominican Republic. The production volume to transfer represented about 1 million pieces, for a range of 10 SKUs. The main challenge of the project was to make this transition as smooth as possible for the customer in order to keep the service level at the maximum. As a project manager, my main activities were: • UK on-site visits in order to gather information and select the equipments and machinery to transfer. • Building the process mapping for the new production team training • Designing, coordinating and executing the new production department layout • Managing the transition of the supply chain to the new production site • Day-to-day training of the new workers to maintain the Quality and Manufacturing standards • Supporting the Maintenance team for the machinery installation and troubleshooting • Setup the ERP (BOM, Routings, Planning data, Scrap) in order to manage the raw material purchasing through the MRP, and report efficiently the production • Creating Kanban loops to facilitate the raw material dispatches from the warehouse • Assisting in the creation of the payment system to boost workers' versatility and productivity • Use of the Theory Of Constraints to identify bottlenecks and increase the throughput • Weekly meetings to review the production planning and highlight the outstanding issues • Weekly reporting to the customer to update the status of the pending orders

Once the stretched canvases and canvas panels departments were in place, I became responsible of the planning, purchasing and warehouse management for both products families. The activities I had under my responsibility were: • Updating the production planning and communicate it to the production team on a weekly basis • Managing the Utilization and Efficiency KPIs to Review and validate the production capacity • Keying in the customer orders and giving weekly Service Level feedback • Ensuring the components availability to the shop floor • Design-to-cost testing and validation • Local and international sourcing to find alternative suppliers • Managing the inventory level and purchasing of about a hundred components • Coordinating the reception of the incoming material flow with the warehouse team • Reporting the quality issues to the suppliers

My mission can be divided into 2 phases: 1 >>> Preparation, development and execution of a new stretched canvases production department. Until then, these products were outsourced and represented 6 million units per year shared amongst 10 SKUs, to be 100% transferred in 2 years. Due to the high volumes involved, the challenge was to maintain the balance between quality and productivity. My role during this phase consisted in: • Creating and setting up an efficient manufacturing process to allow the expected throughput • Sourcing and negotiating with the suppliers to build the supply chain of the new components • Designing the whole factory layout (production, warehouse and shipment areas) • Support the Maintenance team in the renovation of the building and the execution of the layout • Defining the machinery, equipments and human resources required to follow the ramp-up • Establishing the quality and manufacturing standards • Weekly reporting to the plant manager about the main breakthroughs and pending issues 2 >>> Reorganization and capacity increase of the existing canvas panels production department. Until then, 70% of the 6 million annual units (6 SKUs) were still outsourced. To cover the whole volume, a new production line and a night shift have been set up. The main actions I carried out were: • Designing the new production layout to include the additional machinery • Support the Production manager to execute the expected ramp-up • Support the Maintenance team for the installation of the new equipments • Exploring all the relevant options to increase the productivity on the machines (material, cycle times, breakdowns root cause)

My mission consisted in implementing Revit Architecture as a 3D design standard in the company: 1 >>> Setup of the software : - Audit to detect weaknesses and improvement opportunities to use the software - Reporting and proposal to the Civil Engineering Department Manager - Self-training to the software to discover the most useful features for the company - Definition of internal design standards to prepare collaborative engineering - Setup of collaborative engineering in Revit interface 2 >>> Software optimization and customization according to the company's habits : - Organization of the components libraries to ease collaborative engineering - Update of the material database in Revit - Custom parameters to generate the schedules

I was in charge of developping the Corporate Social Responsibility in the company. It received the CSR label one year after the project started, with a score of 76%. 1 >>> Pre-project phase - Study and summary of the ISO 26000 standard - Contact with the CEMEFI, the accredited organization to deliver the CSR label in Mexico - Internal audit to evaluate the company's CSR score 2 >>> Project definition and planning - Action plan as a result of the internal audit - Proposal to the High Management and exposed to the company's semester meeting - General presentation of the CSR project with the employees 3 >>> Project execution - Creation of a CSR committee (8 people) - Organization of 5 workteams (3 to 8 people) to treat all the CSR aspects - Task scheduling and follow up based on the CEMEFI's KPIs - Meeting leading (brainstorming, task launche and review) - Contact-making with NGOs to develop social events - Writing of the project deliverables >>> Changes in the company and Results - Ecological campaign launched within the company (awareness meeting, disposable supplies reduced, recycling initiatives, investment in environment-friendly lights) - Clothes and food collecting campaigns to help underprivileged communities in Monterrey - Partnership with the association Cambiando Historias to organize corporate volunteering events (Navidad con Valor 2013) - Writing of a Reference Manual for the employees