JUlIAN MONTANEZ

Development of an organized structure of meetings and work methodology along the lines, Significant improvement in the results of the lines going from 39K tons Pack on 2022 to more than 55K tons Pack on 2023, analysis and significant decrease in critical defects, solution of recurring problems in the lines such as poor loading and associated defects, development of a work team, Improvement in the operation and stability of all processes from Job On, Job Off, Mold Equipment alterations, planning of successful machine conversions, as responsible for H2. Manage line process and Forming process on the Tank, leading improvement pack tons and then result on decrease Cost per Ton

Line management, follow up of Safety, Quality, Production, Cost and People indicators, complete Line and Production daily meeting. Safety, Maintenance and Job On, Job Off, weekly meetings, meet the goals of the line and Tank, develop and follow up to daily action plans and Support for another lines, develop a key points to make a Color changes on B Tank. From this position I lead the success project to change B1 machine position from 10DG to 10TG APP.

Coordinate and managing the resources of area. Develop of routines of maintenance in SAP. Find the maximum available operating time of forming machines.

During the time with the Job Change team, it achieved to consolidate the structure of the Hot end and Cold end crews as a single team, Job On, Pre Job change, post change meetings, development of the Global Fundamentals Manufacturing, development of sequences of changes were structured especially for changes type 6 and 7, JCI improvement from 79% to 84%

Developed a work team to Lead and manage all resources for continuous improvement furnace until packing above 90% coming from 86%. Successfully develop to Exports as buffer plant of Brazil. Complete planning and execution of the furnace repair in Jun 2013, included minor repair of 2 the 3 IS machines, furnace alteration to increase pull, transformation of Cold end, manage the budget.

I led the start-up of the B2 line at the Zipaquirá plant. All the resources for the correct operation of the line were completed, I consolidated the line as one of the best in the plant, I improved the manufacturing of pharmaceutical containers on the line, through the built of a work team from Forming to shrink-wrapping, a notable increase in performance and a decrease in held ware.

Head of the Mold workshop at the Soacha plant, developed the structure of the workshop to adjust to the structure of the Manufacturing cells, control of repairs, costs and the workshop budget.

Cold end shift supervisor, in charge of Quality, automatic inspection and packaging, daily problem solving, resource management and shift decision making. Later I led a production line with the transition to the manufacturing cell model.

Optimization of the production processes, quality control, preventive maintenance and costs improve over the Decoration (ACL) area. Lead the improvement and standardization of elements and processes of Arts, screens and photo mechanics of the area.

Developed innovative design concepts for improved brand recognition and customer engagement. Produced high-quality mockups for client approval during the iterative design process, saving time on revisions later down the line. Design mold equipment, then design parison profiles.