Medoka Pack, S.A.

2014.10.27 / 2017.11.30. Medoka Pack, S.A. ( Managing Director. Family owned business. Manufacturing of metallic cans and packaging. Sector: Metallurgy & Steelmaking-Food & Beverages-Plastic and Cardboard Packaging. Bolueta-Bilbao (Bizkaia). Turnover: € 5 Mio. Managed employees: 25 persons.


Description of the company

Company focused on the Food and Beverages sector, which produces on standard (35%) and tailor-made basis (65%), All of this, forces to know, correct and improve continuously our processes, flows, procedures and legal aspects, in line with the requisites of this sector.

Reporting to the Owner-Administrator. I was in direct charge of 4 Department Directors (Managing Committee). Full responsibility for the company results.

Main challenges

The company was emerging from a Chapter 11 and it had to be repositioned in the market, making customers trust us and workers being involved in the new project.

Solutions adopted

Design a market strategy. There was a logical reluctance on the part of customers to buy from us. We focused on the small client, the one to whom large companies in the sector either ignored or asked for production conditions that they could not afford. In return, we got a substantially higher price than the competition.

Adjust our costs, especially raw materials. We started buying the program RM from Chinese and Indian suppliers, leaving spot orders to local service centres.

Analysis and solution plan of our two main problems: quality and productivity, which in turn resulted in our service level. We had to start from scratch to make templates, and collect data to define objectives and action plans.


  1. Evaluation of the market strategy: positioning in the small customer, getting an increase in the gross margin from 22% to 26.5% in three years. Smaller lots, better reaction times, more price.

  2. Stable financial capacity, due to cost savings, and negotiations with Banks, despite the increase in the stock of FG and international purchases of RM.

  3. Development of raw material suppliers in China and India: saving 30% of the cost between 2014 and 2017.

  4. People management. Customized training, variable remuneration, employee of the month, etc. Result: from 3.5 to 5.2 in 3 years in our work climate survey.

  5. Lean Manufacturing and process reengineering: increase of the OEE by 30%, in punctuality from 30 to 70% over total deliveries, of total costs have decreased by 30% in 3 years.

  6. Implementation of ISO 9001, procedures, check-lists-control-standards: cost reduction and incidences by 20%.

Experiences learned and / or consolidated, added to previous roles

  1. Work in a small company, also a family business, with an owner present and working. The management of balances in an organization in which you have to do a lot of things and roll up your sleeves every day, to maintain your own personality in a complicated market, such as that of canned marine and, to a lesser extent, vegetable one, very speculative.

  2. The value of planning, and having good means to carry it out. We wanted to do too many things with little means.

  3. The relationship with customers. Learn to see your organization, your processes, your business, as your customer sees it.