Victor H González is a chemical engineer with over 20 years of experience in manufacturing, planning, sales, quality, maintenance, logistics, R&D and finance. He has a strong track record of leading teams to develop new products, improve processes, develop key performance indicators, and implement strategic and continuous improvement projects. His objective is to increase business performance and customer satisfaction through implementing viable solutions that generate both short-term and long-term economic benefits.

1. Víctor H González C 6/8/2016
Top Operation Manager / Logistic &Sales / Strategic Plan
Implementation &New products design
MBA ChemicalengineerVictor H González C
Summary Chemical engineer with more than 20 years of experience in Manufacture, Planning, Sales, Quality,
Maintenance, Logistic, R&D Finance for foods, plastics and chemical sectors. Strong leadership driving multi
discipline work teams for new products development, productive process improvement, key performance
indicators development,leading business strategic and continuous improvement projects. Sales. ISO and Lean
Manufacturing, wide knowledge such as manufacturing process, analytic capacity negotiation and
communication skills with several languages focus to goals .
Objective Increase Business utility and customer satisfaction, through viable solutions implementation. Develop
strategic projects for the business to achieve real economic benefits in short and long term. Create
added value to the operation and keep the productive process in a raising capacity for decision taken,
establishing key performance indicators for internal control which drive to achieve goals and improve
business performance.
Skills Persuasion capacity,high performance work multi discipline teams built up, assertive for decision taken, clear
communication atall levels, Strong negotiation skill,risk identification, customer service. Work under pressure,
focused to goals, Sensibility for opportunity areas identification in and out of the business. Oriented to achieve
highestbenefits for the business impacting in shortand long term economic goals. Solid knowledge in concept
such as HACCP, 5´S, JIT, Manufacture cells (visual plant, kanban), TPM, SMED, Kaizen, TOWS analysis
PRFESIONAL EXPERIENCE
Cristal y Plástico Esilor January 2014 – April 2016
Operation Manager Guadalajara
Guadalajara Operation Responsible for production and maintenance; definition measure and follow up for KPI´s, delivery service
time (per order) improvement, defined and execute preventive – predictive maintenance plan per process phase and equipment.
I improved delivery service time per order from 10 to 4 days at 95%, scrap reduce for process failure to level 2%, 100% for
equipment usage in house and branches. Eliminate corrective maintenance during first 4 month of my manage, defined and
implementpredictive maintenance program complemented with principal spare parts acquisition (safety stock), support to branches
in Guadalajara,Morelia and Queretaro for maintenance to equipmentin situ and special production (lens power bigger than 16 dpt
and ant-scratch and anti-reflexs treatment) as well, operative budget plan and execution for 2015 with 100% accomplishment.
CAIMI LEON April 2009 – August 2013
Operations Manager
Mexico operation Administration Responsible,considering Manufacturing (production & maintenance) also I&R, warehouse, Quality,
Accountability &HR, reporting results to Chief of Board (P&L) and day by day to General Director
I Improved gross margin from 24 to 35%, payable recovery by 385 M USD, reduction from 120 to 75 day for money collection.
Configure and execution for purchase program (MRP),cash flow and L/C definition.Improve production program, increasing volume
produced by 15%. Improve customer service from 47 to 93% providing shipment on time and complete orders (JIT), based on Lean
Manufacturing. Promote new products developmentincreasing new season offer Spring-Summer and Autumn-Winter for 2011, 2012
& 2013. Implementthe concepts 5´S & SMED in the operation obtaining efficiencyimprovementof13%. Defined Kaizen project, start
up and first result evaluation. Design operative and financial KPI´s reported to CEO such as; productivity, efficiency, ROI using
TOWS analysis as a tool to identify opportunity areas and guarantee the best performance for each project with 30% GM
FAMILY BUSINESS June 2008 – March 2009
Vending machine business, capital investment & logistic coordination for inventories and supply chain management
RUBBERMAID April2005 - June 2008
Operation Manager
Responsible for manage outsource operations after Rubbermaid´s plant shut down, 5 external operation negotiating manufacturing
prices, raw material cost and ware house management based on plant capacity, quality skills, and cost evaluation impacting to
Gross Margin
Implement combo product with new package, sells increase 2%. Definition of foreigner warehouse (distribution center) based on
critical routes for transportation, cost reduction 10%. Improve production planning based on market demand, reflecting in del ivery
shipment improvement efficiency 10%. Inventory control for finished goods and raw material impacting product cost deviations,
saving 1%. Develop outsource supply for raw material considering supply chain, quality consistency and reduce product cost in
15%. Re-configuration system for inventory control based on supply chain management. Production cycles’ optimization,
productivity improvement 8%.Reduce rejections for quality deviations and re-process, cost saving 5%. Support to outsources for
implementing JIT and production control.

2. Víctor H González C 6/8/2016
UNGERER February2002 - April 2005
Plant Manager
Responsible for the Mexico operation, supervising Production, Maintenance, Quality, Finance, R&D, Logistic, Safety, Importati on /
Exportation, HR, Engineering, Providing monthly Business report to Headquarters, Capital investment follow up report, Operation
KPI report & new market development strategy
Establish operation management based on sales forecast and defined strategic plan based on market share. Defined distribution
center for City& North east, transport cost saving 15%. Develop national market improving sales from 100K to 1.0 Mio annual,
keeping exportation level in 13.0 Mio annual. Improve budget management developing monthly reports to Headquarters, saving
10K. Define strategy for new products development and depurate product list, focused production in real market necessities,
equipmentusage efficiency100%.Designed and implementKeyperformance Indicators (KPI) for the operation improving efficien cy
in 10%. Improve production planning avoiding death time for product change, increasing productivity 20%. I Defined performance
indicator for materials consumption and reaction efficiency, material usage 98%.I Established bases for ISO 9000 implementation,
defined supplier evaluation & customer satisfaction questionnaire. Define with suppliers raw material quality necessities, develop
key indicators and track them, rejections in 2005 zero. Improve administrative control through annual operational expenses pl an and
manage principal liabilities involving.Administration and 6 managers existing,saving 500 K avoiding waste,re-works obsoletes, etc.
Establish operational budget control by area, defining budget annual necessities and measurement, deviation vs. plan 1%. Trad e
annual raw materials consume, fixing prices and deliveries under consideration of new and profitable products (supply chain
management),re-negotiate paymentconditions and discounts, saving 900K.Defined Inventory control for finished goods FIFO, and
raw material usage efficiency in coordination with manufacturing, I improve the inventory control for raw materials, annual report
shows difference below 2%.I define storage conditions according with environmental law including building, capital investmen t 1.4
Mio. I ImplementTPM in all organization, also manufacture flexibility by SMED, adequate to visual plant (5´S) and logistic control to
achieved just in time deliveries
UNITED PLASTIC GROUP December 2000 - February 2002
Quality Manager
Responsible for the quality department, attending customer complains and suppliers rejections. New projects incoming to the
operation developing quality plan and key controls for raw materials, process and package
I defined conceptcustomer satisfaction to reduce rejections and bad quality cost (Ford, GM, VW, Renault); reduce ppms from 1025
to 50. Move from ISO 9002 V 1994 to ISO 9902 V 2000. I defined inspection techniques for FIFO warehouse. Define process
conditions approval (firstpartproduced) before start running operation, product rejection reduce, cost saving 35%. I implement 5´S
concept and manufacture cells in production supported by Kanban, efficiency improvement 8%
PEPSICO DE MEXICOSeptember1990 – December 2000
Manufacture Manager
Responsible for the Manufacturing department, capital investment planning and execution, annual operation budget definition and
execution, key and essences production, logistic (warehouse), production planning and raw material necessities calculation, n ew
equipmentreplacement and engineering modifications, supervise, Production colas & flavors, Maintenance, Engineering and new
product development.
Obtain presidentofPepsiCo Inc.recognition for the managementand control of the secretraw materials, Re-location of warehouse
(distribution center,3) to improve productivity & efficiency and transport,costsavings 10%.Developed costreduction project of level
inventory from 3.0 Mio to 700 K USD for Pepsi secretoil formula. Defined annual strategic operation plan based on marketing plan,
trade raw material purchasing based on MRP taking under consideration supplychain and reducing operational cost from 50K to 8K
USD. Manage of budget for expenses of 10.0 Mio USD, established control on operative expenses with no deviation in the last 4
years of my management. Project management PRB injection &Blowing bottle as operation start up and national launch. Certified
operation under ISO 9000 & 14000, develop HACCP analysis and GMP´s policy. Define and implement visual plant project, based
on 5´S concept. Reduce waste in raw material consumption, material usage from 80% to 99% cost saving 20%. Develop supply
chain management, control inventory system configuration MFG-Pro (APS & MW). APICS certification to manage secret oils
inventory.
ACADEMIC FORMATION
MASTER IN BUSINESS ADMINISTRATION 1997
ITESM Campus Toluca
Chemical Engineer 1987
UDLA
LANGUAGES: English Fully bilingual
OTHER TRAINING:
ISO 9000 Version 2000 INACS 2001
Theory of Constrains II APICS 1999
Theory of Constrains I Goldratt Institute 1997
Materials Requirement Plan (MRP) TEAM 1995
Continuous Improvement PepsiCo NY 1993
ACADEM ICEXPERIENCE
Strategic Management Post Graduate Direction UAEM 2000

3. Víctor H González C 6/8/2016
Contact information
Mobile: (55) 3652.1238.Mobile 2(55) 1620-9768
E-mail: victorh037@yahoo.com