Fashion

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Manager with more than 18 years experience managing the Operations in an International environment in automotive, consumer
goods and consulting industries. Extensive experience in Operations (Procurement and Supply Chain), Manufacturing
(Industrialization, Engineering), Continuous Improvement (LEAN Manufacturing, 6-Sigma) and Business Developer (B2B) areas. Lead
implementations (set up and ramp up facilities and factories) and setting up organizational changes, restructuring the business
roadmap process to assure the accomplishment company strategy and targets in several companies and in cross-functional and multi-
cultural teams. Good in build teams and strong in strategy.

Hong Kong/Shenzhen/Shanghai, China
Spanish largest Toys Manufacturer (dolls, action figures, tricycles), leading the industry in Spain, main EU countries, Mexico and US with +250M USD worldwide sales.
Operations Manager (Manage staff of 12 people: 8 people in Shenzhen, 3 in Hong Kong and 1 in Shanghai)
Main functions:
- Reporting to the Board of Directors and leading the Operations Strategy in China and Vietnam.
- Managing the Procurement and Supply Chain of the demand base on the S&OP of the company (+74M USD value
purchasing budget from China and Vietnam, means +80% goods shipped out from China and Vietnam to cover the worldwide sales that contributes in +70% EBITDA's company).
- Responsible to develop the Vendor Strategy in China and Vietnam and negotiate the Capacities with OEM's and parts
suppliers (> 30 Finish Goods vendor around China, 20 part suppliers in China, 2 Finish Goods vendors in Vietnam).
- Monitor and control the Production plan and shipment schedules in the OEMs in order to ship out in the different Group
distribution centers in Spain, Mexico, USA or the delivery to FOB China customers.
- Monitoring the New Product Development launches (Interface with R&D team in HQ and Engineering China team) and OEMs
(vendors) to assure the industrialization and ramp up of the products to chase the markets on time.
- Responsible of the Customer Service area with a team of 3 people in HK (FOB China). FOB Order Management +20MUSD
(value sales orders managed).
Achievements:
- Improve KPI, ON TIME shipment delivery ratio in 25% (current in 94%).
- Savings Procurement (reduced Purchasing costs in China and Vietnam) in 1M USD yearly through product reallocation and introducing new suppliers.
- Reduction Materials Liabilities in +1.2MUSD. Reduced in 2.2% base on total purchasing (from 2.5% to current 0.3%)
- Start Operations in Vietnam with a cost reduction impact of the transferred products of 20%

MANUFACTURING / LEAN MANUFACTURING / INDUSTRIALIZATION / CONTINUOUS IMPROVEMENT

Operations Manager

Spain
Key role: Operations Business Developer, Consulting and outsourcing services.

BUSINESS DEVELOPER (B2B)

Coordinate activities with customers and related projects (team 8 consultants)

Business Developer Manager

(Consulting sector, Automotive)	Abrantes, Portugal
Key role: Interim Manager at ROBERT BOSCH Drum Brakes Abrante's Plant (Portugal)
Main functions:
- Steering Committee member for the new launch projects and improve the implement ones for MERCEDES, TOYOTA, PSA.
- Lead the Re-Engineering to increase the output and reduce the scrap in the Final Assembly Drum Brakes Production lines.
- Lead the strategy for the implementation of the LEAN Manufacturing principles in Abrante's site (VSM, HOSHIN, TPM).
- Mapping the roadmap stock model for the Raw Material and WIP for the different production areas (painting, stamping)
Achievements:
- Scrap Reduced in 5% in final assembly lines Drum Brakes and in 12% for the internal customers (Painting, stamping).
- OEE (Drum Brakes Production lines) improved in 8% (from 64% to 72%).

Interim Manager at ROBERT BOSCH Drum Brakes Abrante's Plant (Portugal)

(Consulting sector, Luxury)	Paris, France & Sibiu, Romania
Key role: Lean Manufacturing & Supply Chain European Implementer Leader at LOUIS VUITTON - Luxury
Main Functions:
- Lean Manufacturing principles implementer leader in Louis Vuitton Romania's plant base on the Group Standards (worldwide
business release wave for Europe, Asia and US sites).
- Design and implementation the Stock (raw material, WIP) flow roadmap model in Louis Vuitton Romania site to secure the supply parts to the Final Assembly French sites (one piece flow principles).
- Roadmap strategy to decentralize the procurement model to the direct site purchase to increase the Supply level service.
Achievements:
- On Time delivery ratio increased in 7% and scrap reduced in 3%

Lean Manufacturing & Supply Chain European Implementer Leader

(Automotive sector)	Abrera, Spain & Nan Tong, China
Spanish large automotive company expert in develop and produce: Wiper Systems, D.C & Electronic Motors.
Key role: Manufacturing Responsible for the Wiper System (New factory set up & ramp up in China)
Main functions:
- Manage +1MUSD budget to set up and ramp up the wiper system production meanings in Nan Tong, China plant.
- Industrialization Responsible for the start up and ramp up of the production of the windshield wiper systems in China.
- Define Technical Specifications, suppliers sourcing for all the machinery, tooling and jigs to run the production in China.
- Responsible to define the lay-out, organization and workload of the factory for the Wiper Systems lines.

Wiper Systems, D.C & Electronic Motors

(Electrical and Industrial Enclosures sector)	Molins de Rei, Spain
HIMEL by Schneider Electric energetic worldwide multinational related with design and manufacturing of electrical cabinets.
Key role: Lean Manufacturing Implementer Leader (Lean & 6 Sigma, VSM, Hoshin, TPM, 5S)
Achievements:
- Final Assembly lines Takt Time reduced in 30% after LEAN methodology.
- Lead time reduction from 7 to 3 days in the workshop (manual production lines).

Lean Manufacturing Implementer Leader

Spain
Most relevant Project: LEAN Warehousing implementation in HIMEL S.A

Freelance Consultant - Continuous Improvements Projects

(Dental / Implanthology sector)	Sentmenat, Spain
Spanish multinational company in design and manufacture dental solutions (implanthology, prosthesis CAD-CAM).
Key role: Industrialization Manager

Industrialization Manager

in manufacturing of components with strategic high value for the automotive sector.
Key role: Manufacturing Manager for Nissan Pathfinder, European scale project (Door Panel & Trims)
- Responsible to define the Tech Spec and sourcing of the production meanings according to the NISSAN Technical offer.
- Responsible for the Industrialization, set up and ramp up of the machinery, tooling and jigs to assure the Mass Production.
- Responsible to define and Implement the LEAN Production Systems (VSM, Standardize workloads, Autonomous Production
Units Cells, lay-outs) and training to the Production and Cell team leaders
Key role: Manufacturing Manager for Nissan Primastar and ATLEON projects (Cockpit and Door Panel)
- Responsible for the Industrialization, set up and ramp up of the machinery, tooling and jigs for the Mass Production and pass
the customer ISO/TS Audit.
- Responsible to define and Implement the LEAN Production Systems (VSM, Standardize workloads, Autonomous Production
Units Cells, lay-outs) and training to the Production and Cell team leaders
Key role: Industrialization member team for NISSAN and VOLKSWAGEN Group projects
- Lead KAIZEN's activities, Six Sigma (Green Belt) projects and leader to implement LEAN Manufacturing Principles to organize the workload (Autonomous Production Units, work cells) with Value Stream Mapping, 5S, SMED, TPM, KANBAN,
HOSHIN philosophies within a JIT framework
Achievements:
- Nissan Pathfinder: ramp up Production according budget and timing. ISO/TS pass with 7 over 10.
- Nissan Primastar: TAKT TIME reduced in 3% in the UPA's for the Cockpit (injection, painting and assembly lines)
- Nissan Atleon: 6 Sigma Project leader, reduced in 25% scrap in production line (Non Quality savings 10KUSD/month)
- Lean Manufacturing implementations reduced TAKT TIME in 30% and in the UPAs internal scrap in 20% (Nissan TINO).

Worldwide U.S multinational leader

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Xavier Parera