João Louro

- Report to Operations Director and member of leadership team
- Managing logistics at the factory side, inventory management, production planning, finance and factory administrative operations
- Factory cost reduction throw 2 axis: factory losses reduction and shop floor performance improvement. First axis: focus on material management and processes optimization. Implementation of front-line software to manage material reception, consumption and exit; raw and packaging materials reduction. Second axis: continuous improvement on shop floor to achieve higher factory performance. Factory OE increase and reduction of TD throw management system follow up.

- Monitor and management of factory environment including areas of production, maintenance and logistics
- Implementation of 5S on all areas of the plant. Standards creation for all equipment’s in the factory as a first step for Autonomous maintenance
- Implementation of Root Cause Failure Analysis, Failure Mode and Effect Analysis and 5 Why’s for problem solving. Balanced scorecard, Andon Boards and Single Minute Exchange Die and work planning for operators as a base for standardise production.
- Heijunka for production improvement and losses reduction
- Bottom up and top bottom management system with strong presence of operators and feedback form senior management. Based on the Safety, Quality, Cost, Delivery, Motivation and Nature system

- Monitor and management of factory environment including areas of production, maintenance and logistics
- Implementation of 5S on all areas of the plant. Standards creation for all equipment’s in the factory as a first step for Autonomous maintenance
- Implementation of Root Cause Failure Analysis, Failure Mode and Effect Analysis and 5 Why’s for problem solving. Balanced scorecard, Andon Boards and Single Minute Exchange Die and work planning for operators as a base for standardise production.
- Heijunka for production improvement and losses reduction
- Bottom up and top bottom management system with strong presence of operators and feedback form senior management. Based on the Safety, Quality, Cost, Delivery, Motivation and Nature system

- Managing a 90 Mlitres/year green field factory with 100 workers in a 24/5 days operation. PET and Can filling lines fully automatized
- Direct report of 8 areas: production, maintenance, finance, back office, quality, logistics, security and shared services
- Factory start up. Routines creation with focus on quality and logistics. Management system implementation from scratch. Involvement of operators to make system bottom up and have top Administration to make the reverse flow
- Focus on operators training and personal improvement as a way to achieve good results. Material management as a key point to monitor the operation
- Scorecard for top management analysis of factory performance. First year creation of KPI´s threshold and achievement of all KPI’s in second year either financial or performance.

- Construction of a new plant with 7500m2 completely dedicated for fresh cut vegetables. Acquisition of an existing business of fresh cut vegetables. Idea to create synergies between existing distributing channels and use it for vegetables. 40% national market share.
- Installation of Tetra Pak filling lines for 200 ml and 750 ml. Intention to have a slice of the juice brick market in Portugal with a bigger shelf life than previous products.
- Participation in food trade fairs around the world and developing new products with special attention on Asian markets.

- Factory start up. Implementation of preventive maintenance plan. Direct report of 4 persons on a total of 12 persons in maintenance area.
- Project of a dedicated line for fresh fruit smoothies on a JV Danone Chiquita. From fruit smashing until filling just 4 hrs. Capacity of 8000 Bph.
- Factory expansion of 5000 m2 and project of a bigger process and filling line with capacity for 50000 Bph.
- Production control and monitoring
- Lean maintenance and TPM
- Project of a line for process fresh purees for 2000 cups per hour.

Implementation of a preventive maintenance plan, use preventive maintenance instead of corrective. Use KPI´s to measure Maintenance efficiency.
- Utilities cost reduction by adapting compressed air lines and isolating steam line. Reduction of 10%
- Project of new packaging line for fresh cut apple and pear.
- Production manager of fruit juice line. 2 lines for bag in box and brick.