Ignacio Alfredo Ibarra Cantú

Cordination of the R&D Area, Quality Department and Raw Materials. Development of new productos for ceramic adhesive and covers. Development of paints and waterproofing. Quality control of raw materials and final products.

In charge of the complete development, design and manufacture of the entire ceramic product of the group. With a team of 7 persons and in charge of 800 persons inside my area. Securing the product quality for its shipment. Development and implementation of plans for the continuous improvement of processes and products that entail taking the initial steps in building the model of operational excellence of the organization. Management and control of budgets that guarantee the profitability of the business. • Guaranteed permanent profitability within the side through the development of strategies such as Operational Excellence Management Model • Reduced staff turnover by 2% through the development of my direct team with a strategic leadership plan in my area • Reduced costs by 5% through the use of lean processes and the increase in equipment efficiency, with the implementation of the new operational excellence model. • Increased the exporting from 5 to 18%, through the development of the staff by forming improvement teams and developing systems that allow the guarantee of quality. • Reduced in 90% the inventories in process with adherence to processes and permanent operative discipline. • A system was developed that allowed to have costs, quality, and efficiencies that allow the organization to have a profitable operation permanently.

In charge of a ceramic floor tiles plant focused on the National Economic Market which was transformed for the National Middle Luxury and Luxury Market. In charge of the complete operation administration, budgets and improvement projects to guarantee the viability of the processes. 7 direct people/ 470 people in plant. Achievements: • Increased the quality from 95.8 to 97.2 in a period of less than one year and increased production in 11% through improvement projects and strategic maintenance. • Reduction of costs by 7% through the equipment efficiency, energy savings and improvement projects. • Led the development of the luxury formats 18X55 and 20X90, by defining the necessary acquisitions and staff training. • Increased the capacity of the plant by 25%, developing the process without loss of production or customer dissatisfaction. • Developed the system to have service levels and compliance to the program greater than 98%.

Responsible for all manufacturing processes, budget management, leader of management systems, responsible for meeting production schedules and guarantee profitability. It is an export plant and demands to have special certifications. • Consolidated a work team, which allowed me to build the plant, start it, and successfully bring it to international operating standards with quality greater than 93% and losses of less than 5%. And cause the growth and flexibility of it. • Achieved a quality certification of the 2 main export clients was achieved; Home Depot and Lowes. • Achieved a quality certification in CT-PAT.

Global administration of the operation, manufacture of bricks, wall and floor tiles in the side. Administration of budgets, systems and processes. 7 people as direct reports / 350 total employees. • Bring the brick operation from 4500ton / month to 6500 ton / month. • Bring the quality of the side in tiles of 68% to 82%. • Make profitable the operation of the side. • Stop the entire operation without staff or legal incidents.