Serafin Perez

Managed all aspects of plant operation (Materials, Manufacturing and Costs), reporting to CEO. Evaluated monthly P&L. Strategies to achieve revenue and savings goal implemented. Organization & Procedures established. • Implemented an effective quality control system, making returns fell from 1% to 0.01%. • Increased plant efficiency by 23%, through process improvement and machinery redesign (Lean-TPM). • “Maquila” projects start-up, increasing use of equipment by 40% and sales by 30%.

Head of Site’s operation: manufacturing and logistics areas, reporting to Operations VP. Coordinated with sales and finance, strategies to meet market demand. Evaluated P&L and KPI’s to correct deviations. • OTIF (On Time In Full) improved by 5%, by conducting S&OP weekly meetings for a better planning. • Response time reduced by 33%, by shortening production losses using LEAN-TPM tools: 5S’s, SMED, RCA. • Direct labor productivity increased by 20%, by building multi-skilled operators teams.

Directed the whole operation of the Site focused on Sales, Finance and SCM, reporting to CEO. P&L full responsibility. Led strategic planning process implementation, including CSR. Technical assistance provided to customers. • Sales-production increased by 23%, by improving product quality as well as product innovation. • Costs reduced by 7%, by developing alternate suppliers for both raw and indirect materials. • Efficiency increased by 17%, by optimizing the process, applying SMED and TPM.

Two plants operation managed, reporting to CEO. Technical support provided to key customers like SABRITAS and CARCOUSTICS. Projects to expand plant capacity handled. Operation procedures standardized. • 20% sales increased by implementing IATF 16949 Core Tools to approve automotive sector requirements. • Plant capacity increased by 30%, by leading equipment overhaul or new acquisition investment projects. • WIP reduced by 8%, by implementing SPC (control charts) to minimize special-cause variations.

All Plant Operation aspects overseen, reporting to CEO. Quality and Food Safety audits attended for key customers like Unilever and McDonald’s. Cultural change process guided for Quality and Regulation approval. • GMP and HACCP implemented to approve requirements of the food sector, increasing sales by 20%. • 25% increase in productivity by eliminating a fourth shift, without decreasing production level. • 12% reduction in scrap, waste and down time, by implementing SMED and SPC methodologies.

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