MARLIN MORALES

Lead 24-hour packaging operations, coaching and motivating teams to deliver high-quality products in a fast-paced environment. Drive safety and quality initiatives, achieving compliance and operational excellence. manage KPI performance, facilitate DDS meetings, autonomous maintenance strategies, equipment ownership culture, support cultural changes, and implement continuous improvement strategies, this to provide world class line performance.

• Initiative in creating a Variety Pack consolidated schedule showing inventory availabilities for post runs, this is due to the opportunity of having production shortages during production weeks.
• Participated as the leading group in the design and implementation of the first MCBC Variety Pack Warehouse Operations, including the packaging line operations and throughput KPIs and warehouse operations involving the configuration and design of the ways to manage the new warehouse, supporting the plant and the project team. Support to build and coach high-performance teams (VPW Team).
• Implemented WCSC dashboards and Equipment Ownership support and data-driven decision-making, certified as coach, resulting in faster corrective actions and improved line performance.
• Creation of a Equipment Ownership Matrix to consolidate and analyze lines top losses against steps 1, 2 and 3 targets. Matrix requested to be included in the EO Model.
• Lead bottle and cans line processes (B14 and C10 lines) with successful improvements, wins for the B14 line was the reduction to cero in the top-quality loss of the line (Yuengling holds due to unglue labels) and C10 win provided with the increase of the Hygiene score from a required draft line winning over 30% improvement. Recognized the packaging and quality team.

Lead warehouse operations to ensure efficient material movements, accurate inventory management, and optimized production workflows. Collaborate with cross-functional teams to implement process improvements, enhance system utilization, and drive continuous improvement initiatives while maintaining high standards of safety and quality.

• Delivered cost reduction and standardized work practices, achieving annual site savings of $500K in packaging material losses, cans and bottles across the packaging lines and warehouse movements while being part of the Production Services Team. Decreasing budget losses from over 40k to 4k monthly, a 90% reduction sustaining.
• Improved shipment efficiency by 20% by implementing advanced load optimization practices using Dash Filler, increasing frequency from weekly to multiple times per week.
• Reduced material handling errors by 30% through development of visual tools and color-coded templates for SAP EWM processes, improving traceability and accuracy.
• Cut manual inventory tracking time by 50% by automating MSKU batch monitoring with BOBJ reporting, enabling proactive stock management.
• Enhanced operational visibility for 3 warehouse leaders by creating staffing and shift breakdown tools integrating SAP and BOBJ data, improving resource allocation.
• Trained and upskilled 10+ clerks and process lead, improving compliance with best practices for material movements and backflush processes.
• Accelerated onboarding and adaptability, successfully transitioning into new roles and systems within 2 weeks, contributing to process improvements and team success.

Managed plant KPIs and coordinated initiatives to align operations with business objectives with all plant departments. Plant Manager direct report, leading process improvements and action plans. Own PepsiCo reporting indicators to US corporate facility, oversee indicators to preventively detect plant/department opportunities. Led process improvement projects,

reducing waste and improving productivity. Lead weekly departmental meetings involving all plant departments.

• Led Lean Manufacturing initiatives across five beverage plants (beer and soda), improving productivity and reducing operating costs with proven results. This being in the Continuous Improvement Process Coordinator for the west side part of the country region.

Directed the Optimization Process and Continuous Improvement initiatives across five plants including the beer and soft drinks business (PepsiCo), improving productivity and reducing operating costs with cultural change management determination. Lead across the network efficiency KPIs changes to the Packaging Team and lead the communication protocol across the Country. Implemented 5S, Kaizen, and TPM strategies, achieving measurable gains in efficiency and safety. Lead five engineers across sites to support optimization processes and continuous improvements operations.

• Developed preventive and predictive maintenance strategies, part of the pioneer team, first team and brewery in create massive preventive maintenance protocols in SAP to support 70% preventive/ 30% corrective company strategy with excellent results. Detailed top losses analysis with packaging machine specialist, list of materials (spares) analysis and codifications and maintenance plans planning. Equipment Failures reduced by 20% within the first year of application.

Optimized maintenance plans and inventory control, improving resource utilization and reducing downtime. Owned the import protocol for the plant where documents were needed to be created per imported spare to support import requirements (government protocol), with enormous success while creating a template to massively create documents, designed the escalation process with specialist to smoothly revise all documents.

Led maintenance and reliability improvements for high-speed packaging lines, increasing equipment availability. Owned all preventive and corrective maintenance planning, budget and execution for 12 packaging lines.

• Reduced changeover time through SMED implementation and autonomous maintenance training in bottle packaging lines. Best practices recognized by the network and shared as standard for the rest of the 13 beverage plants.
• Achieved zero major safety incidents for three consecutive years in Packaging through proactive safety programs and team engagement, this by being selected to work with the plant Safety Committee of the Plant. Recognized for the excellent performance.