Juli Dolz Colmenero EADA Executive Master in Operations and Supply Management 2012-2013 Master in Quality 2001-2002 UPC Industrial Engineer 1984-1989. “ My aim is doing an international steering on your Company, building a team of people focused to customer and results.”.
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Juli Dolz ColmeneroEADA Executive Master in Operations and Supply Management 2012-2013Master in Quality 2001-2002UPC Industrial Engineer 1984-1989
“My aim is doing an international steering on your Company, building a team of people focused to customer and results.”
Safety & Environment
Technical & Quality
But the most important “certification” was becoming the Plant reference for the Group.
5 S and SMED are a mean for changing employees mentality and work efficiency. The result?: Changing completely a plant, decreasing the unprofitable times in a 50 % and making a team.
The use of LM tools as 8D, role playing sessions, and Ishikawa diagrams are usual on my management
A proper communication to the staff is a key factor for obtaining the success.
Part of my responsibilities on my career consisted on presenting to the staff the main indicators in a visual way.
To reach the targets, periodic information must be supplied.
I have done it using widely all Office tools, image processors and Cloud utilities.
From years 2008 till 2011 I worked as Production Manager at Impress. These were conflictive years of staff reduction and plant optimizing. Reducing the 36 % of the plant staff with just a 25 % of capacity decrease, was a whole challenge.
But we did it reducing the customer quality claims in a 93 %!
A change of the staff mentality was required. Every single employee was of worth for the Company. The staff had to became a team for surviving.
And we got it.
After staff reductions, appropiate working atmosphere must be built.
I designed several team-working activities for intermediate leaders in which versatility, coordination, flexibility and communication was required.
A good way for learning to work together.
CIP, CONTINUOUS IMPROVEMENT PROCESS
During my CIP plant steering between 2010-2012 our plant increased the crew participation by a 300%, obtaining an award at the Constantia Group AG 2011 contest.
On the pictures, the CIP-plant information point and me with the awarded employees.
CIP, IDEAS FOR IMPROVING SAFETY, QUALITY AND EFFICIENCY.
On the future, only Organizations capable of empowering their employees on becoming responsibles of their own results, will survive.
For many Companies, this is a long way to go. I believe to be the most healthy. I see myself participating on this cultural change as an engine.
Let´s do it.