Federico Pérez

At Blú Capital, my focus is on driving operational excellence and transformative change based on lean enterprise principles. My approach has been to team up both with operations and software development teams to identify the main constraints for goal achievement, and then using agile methodologies get to work with multifunctional teams on the practical solutions.

Some examples of achievements are:

• Development of the organization management system and internal policy knowledge base
• Development and continuous improvement of the credit management software for the business
• Develop a new business operation model for microcredit for rural communities.

Sujetadores de Acero SA de CV is part of the same Blu Capital Holding. I was brought onboard as part of an acquisitions team. The goal was to stabilize it's operation by implementing lean manufacturing principles and tools, in order to make it profitable.

Some example achievements are:

• Implementation of an ERP System SAP Business One
• Implementation of a 5S program, including hazardous waste management routines.
• Implementation of standard operation work for all process, including quality assurance inspection points.
• Implementation of materials planning a and reorder points

My role was centered on leading lean manufacturing practices to optimize quality, delivery, and cost, while integrating environmental sustainability into our operations, ensuring compliance with regulations, and promoting resource efficiency. Through my leadership, continuous improvement initiatives, and strategic alignment with EQDC objectives, I helped drive operational excellence while fostering a culture of innovation and collaboration among stakeholders, contributing to sustainable business growth.

Some achievement examples:

• Sales growth from $12MM to $30MM USD per year
• Improved overall standard cost for the facility through productivity gains
• ISO/TS 16949 certification
• ISO 14001 certification
• Expansion of engineering capabilities including mechanical design

• My key responsibilities were to manage the manufacturing engineering team, the quality management team, manage manufacturing line transfers between manufacturing sites and to drive the plants lean transformation initiatives

• As a small business owner i was in charge of everything from sales to product design to fabrication and post sales service.

• My main responsibility was to ensure the tools and process being developed by our suppliers was up to the demanded quality standards and that their quality management system was implemented and effective.

• Main focus was on quality assurance for products coming out of the production floor.

• Main focus was on quality assurance for products coming out of the production floor.