Industrias Guidi's 60th Anniversary

60th Anniversary
2010 · 2020

Over six decades, we have grown as a company, with our people.
With images and texts, we collected significant moments that we are happy
to share and that are part of the last ten years of our history.
Celebrating our 60th Anniversary with this book is an invitation to
keep on dreaming and an opportunity to say thank you.
2

INDUSTRIAS GUIDI
We have fulfilled six decades of great challenges and not less achievements. Even
so, 2020 - the year of our sixtieth anniversary - will be the year we will remember
because of the Covid pandemic.
It is the year in which we have lost our freedoms, the most precious thing that
human beings have. We have had to adapt to new forms of work, of socialization,
of mobilization. We have been distant from our loved ones, we have celebrated
events in solitude.
I cannot say that it has been the most difficult year for the company. In 60 years,
we have suffered many crises, but this has undoubtedly been the most difficult
one to manage.
As a company we have faced completely new situations, such as enduring two full
months without producing and without revenues.
Fortunately, our main client is Toyota, which, thanks to its long-term vision and its
export-oriented business, quickly resumed production.
The next decade will be as or more challenging than the one that has passed.
Everything we have achieved so far gives us the necessary experience to continue
innovating, improving and adapting to the avalanche of changes that will be
required.
When we started working with Toyota we had to make a very profound change,
especially in the plant. Learn and incorporate the TPS, adopt Kaizen as daily task,
work with minimum stocks, focus strongly on safety and quality. It was not easy,
there was a lot of resistance to change and the process was slow.
Today these processes are part of our daily lives, they flow normally. These
learnings, which were arduous, give us the tools for the future. The changes will
be vertiginous: digitization, automation and innovation are the way forward. We
must have our minds open to curiosity, to new paradigms, to listen and learn.
Those who know everything will never learn.
We are proud to have been pioneers in incorporating women into our production
process at the Zárate plant. I hope that soon we can also do it in Burzaco.
It has been very satisfying to be able to offer all fathers fifteen days of paternity
leave. It is essential for fathers to have more days than those established by law in
order to better reconcile work obligations with family.
I fully trust that we will manage to make all the necessary changes to continue
being successful and to be able to go hand in hand with Toyota’s next projects.
I believe in the values, strength and commitment of the Guidi team to continue
working together, always with dialogue and harmony, in pursuit of a better future.
Janet Guidi
Industrias Guidi President
3

INDUSTRIAS GUIDI 2010 – 2020
Graphic design and layout: Nanu Kübler
Photography: Paloma Herbstein
Project manager: Daniela Fazzari
All rights reserved. Total or partial reproduction
of this work by any means or procedure, whether
electronic or mechanical is prohibited. Infractions
will be punished by law 11723 and 25446.
Note:
The photos that illustrate this publication were taken
during the Covid-19 pandemic, which is why our
collaborators are wearing facial masks.

INDUSTRIAS GUIDI
INDEX
A CHALLENGING DECADE / pag. 6
INNOVATION AS A FOUNDATION / pag. 10
AN INNOVATIVE ARCHITECTURAL DESIGN / pag. 16
WELDING AUTOMATION / pag. 18
RETROFITTING: UPGRADING OF THE PRESSES IN IGB / pag. 24
CONNECTIVITY TO GROW / pag. 26
THE MICRO WITHIN THE MACRO / pag. 28
MILESTONES OF THE DECADE / pag. 30
GENDER POLICY / pag. 34
QUALITY AND EXCELLENCY IN PRODUCTION PROCESSES / pag. 40
SUSTAINABILITY, ANOTHER KEY ELEMENT / pag. 48
GOVERNANCE FOR THE XXIST CENTURY / pag. 52
MANAGEMENT PROFESIONALIZATION / pag. 54
TOWARDS THE NEXT DECADE / pag. 58
TESTIMONIES TO DEFINE A DECADE / pag. 66
ONE DAY IN INDUSTRIAS GUIDI / pag. 72
WE ARE INDUSTRIAS GUIDI / pag. 82
5

A
CHALLENGING
DECADE
6

INDUSTRIAS GUIDI
Thursday 5th of May 2016, Industrias Guidi (IG) dispatches from its plant
in Zarate only a few months after its opening the 1.000.000 part – a
T8361302-KK020 – for Toyota Argentina to produce its pick-up Hilux.
The plant in which these auto parts are produced is the result of a forty
million dollar investment. This biographical milestone starts way before
the entry of a steel blank to a transfer press in the history of IG. We have
to go back in time to 2012 when the company decides to buy the 10
hectares of land located on Route 9, Km 93 to build the second industrial
plant in Zarate (IGZ) and increase its productioncapacity.
Janet Guidi (President) recalls how these changes would transform the
history of IG forever. “By the end of 2011 we understood that in order to
evolve in the auto part business we had to be close to our main client,
Toyota. So we started looking for appropriate grounds to build a new
plant in the north zone. This enabled us to face a second challenge we
had on hold: to assemble the new transfer press we had acquired some
years ago which meant and important technological improvement forour
production.”
Company directors agree: the new business stage represented a
multidimensional challenge.
7

8

INDUSTRIAS GUIDI
“We did not know Toyota was going to give us
a purchase order for the new model but what
we did know was that to be able to obtain it we
had to bet on the development of the company.
That bet was building the Zarate plant. The
plant was built as an opportunity for IG.”
Fernando Castro (Strategic Planning Director)
Fabian Novara (Commercial Director) gives
the figures of that opportunity: “We knew that
90.000 Hilux units would become 140.000 in
the next generation. The decision of growing
was already taken, we were going to respond
to that increase in demand with the new
plant and being near our “star” client. It was
an important step towards our production
process because with IGZ we reduced a three
hour truck journey between the original plant
(IGB) and the Toyota plant". On the other hand,
Carolina Castro (HR & 5S Director) explains
the difficulties of this transition: “In a medium
size family enterprise the resources are limited
and you have to rely on everybody’s effort to
be able to succeed in an ambitious objective
as we had come up with. The knowledge we
acquired during that period was amazing”.
Carlos Pan (Industrial Director) completes the
perspective of this bold decision; “The plant in
Zarate allowed us to strengthen ourselves in a
decade full of challenges. IG became important
within the automotive industry suppliers as a
consequence of our conviction to go for what
we had planned”.
At the beginning of the 2000's IG was already
actively committed to transform and transcend
to reach excellence.
9

INNOVATION
AS A
FOUNDATION
Designing the Zarate plant meant
finding a setting that would make use
of all the potential of the 2.500 tons
transfer press acquired in 2008.
The plant demanded a design that could assure
the machine’s productive potential. So as to
collect experiences on the matter IG contacted
colleague enterprises across the world and
coordinated visits to plants that operated with
this system. Between June 2010 and January
2011 representatives of the company travelled
to Brazil, Mexico and United States to evaluate
which would be the best implementation
strategies.
“As for the stamping point of view it was quite
a technological challenge to work with transfer
press for IG. We had no experience and within
the country this technology was not very much
used. The commitment of all those who are part
of IG made possible an efficient development
and a successful consolidation.” Carlos Pan
points out on the technology that would allow
IG to duplicate its production capacity in this
decade. The use of transfer technology was one
of the supports which allowed IG to respond to
the number of parts required by Toyota and at
the same time developing a new technological
standard.
10

11

Fernando Castro says, “I started working on
continuous improvement when we only had
the plant in Burzaco. I concentrated on how
we could optimize the functioning of the plant
searching for improvements with the people. I
believe that experience was fundamental when
the time came for me to lead the project of
buying and installing the transfer press.”
The search to improve the productivity of IG and
the opportunity gained by the constant contact
with USA suppliers was the starting point for the
acquisition of the transfer press which opened
a new chapter in the history of IG. “Within a
multinational enterprise, without a project
of return of investment nor a purchase order
nobody would approve such an investment.
This is what is good about working and thinking
through the perspective of medium size family
owned company”. Fernando Castro completes
the context of the acquisition.
IG was determined to enhance its future but it had
to do it without losing its already consolidated
excellence in the Burzaco plant. Consequently,
the directors of the company designed a strategy
according to the double challenge: to continue
with the daily activity of IGB while the teams
of engineering, maintenance and purchase
projected a layout of spaces and equipment
for the new plant. A clear example of this was
the process of installing the transfer press. IG
brought forward – following one of Toyota Way
mainstay, improvement is constant – to ensure
a layout of maximum efficiency for the press.
For this purpose the usual longitudinal layout
was changed for a transversal one. Placing
the transfer press in the center of the space
allowed for 20 die sets on each side enhacing
setup times. The investment, distribution in the
plant and production process were optimized.
In 2018 IG installed a second transfer press
in Zarate mirror copying the disposition of
the first one. These devices are the latest
generation equipment with automatism that
allow the complete production of stamped
parts at high speed replacing in one equipment
the conventional tandem presses with clear
advantages regarding security and ergonomics
for the workers. The start of production (SOP)
for the new Toyota model was dated for October
2015. The instalment of the press ended in
February that year and in March the trial of
the operations with the support of Toyota took
place. Trials were performed with high quality
dies from Thailand and Japan.
12

INDUSTRIAS GUIDI
IG was determined to enhance its
future but it had to do it without
losing its already consolidated
excellence in the Burzaco plant.
13

In January 2019 the second
transfer press Danly of 1.900
tons started working.
14

INDUSTRIAS GUIDI
As for the second press, in march maintenance
and die personnel was sent to USA for a
technical review and reconditioning of the
equipment. Once this process was completed
the press was transferred to Buenos Aires
in twelve containers which were stored until
assembly. With both presses working in
Zarate, IG became more competitive allowing
it to respond to the volume of demand and
quality within the automotive market required
by clients. The company also advanced other
projects focusing on constant improvement.
15

AN INNOVATIVE
ARCHITECTURAL
DESIGN
IG left behind the typical image of warehouses or
factories often seen in industrial buildings.
16

INDUSTRIAS GUIDI
To build the Zarate plant IG decided to have
a future looking design in its architecture. The
EV+PP Architectural Study (Egozcue Vidal +
Pastorino Pozzolo) was in charge of the design
and project of the new building. The main
criteria was to optimize the construction`s
functionality by creating a logic of modules
at different levels affecting the ground and
height. The idea was to generate dynamism
in the aspect of the whole place providing an
innovative image with high quality architectural
standards. In this way IG left behind the typical
image of warehouses or factories often seen
in industrial buildings. Another main asset
for the new plant was the light fixture factor.
Designing different levels allowed the entrance
of daylight in a much optimized way all of which
was previously calculated with special lighting
computerized programmes. The objective was
to quantify the use of daylight within the light
fixture and its impact in the production areas.
17

WELDING
AUTOMATION
18

INDUSTRIAS GUIDI
With 51 welding robots
IG managed to increase
automation levels from 38%
to 95%-100%.
Innovation is part of IG`s DNA, something its
founder Fernand Guidi always understood as
fundamental for the company and the sector.
With the new advances of the Industry 4.0 a
new challenge was set for a technological step
forward also in the welding shop. “In 2011 we
had no robots for spot welding, today, between
the two plants we count a total of 51 welding
robots. We knew Toyota›s model change would
come soon enough and we needed to work
on the three welding processes that required
manual work and had bad ergonomics. We
changed them to automated operations
acquiring robots” says Carlos Pan.
19

This process of automation
offered an opportunity to
increase the alliance between
workers and technology.
How can technological advances and job creation be complemented?
This question reflects the dilemma of machine substituting man, but
it was not the case for IG. The company was able to move forward
introducing more technology and at the same time increasing the total
number of workers. “The workers that had a repetitive task or manual
work were trained to maintain the robots or operating software. The idea
was to increase the value of human work with qualification and capacity
letting people grow in aptitude to sum up value to the work. We have
team members who started working with welding guns and today are
part of the engineering staff, for example,” says Fernando Castro.
20

INDUSTRIAS GUIDI
21

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INDUSTRIAS GUIDI
Sandro Iglesias (System, Purchasing and Environment Director) tells
us that as IG was automating its production processes the company
realized that a potential bottleneck could appear if a total dependence
on welding robot maintenance suppliers was not effectively managed.
In his words, “We were changing the way we produced by planning the
production with smaller quantities which helped us reduce the margin of
error. But then we could not rely on an external maintenance solution.
There were two ways: we had to go back to big stocks or we had to
learn. We decided to learn, IG had to know how to solve problemsin
the robotic cells without external support. Nowadays our own trained
personnel is in charge of the robots maintenance.”
23

RETROFITTING:
UPGRADING OF THE
PRESSES IN IGB.
All the presses in IGB were upgraded by electric
retrofitting and other type of improvements.
Thanks to that investment the level of reliability of
equipment raised to 99%.
Another improvement that was implemented
throughout this decade was the upgrading
of the stamping presses at IGB. The process
consisted in transforming old machines from
their original electric logic of relays to one
based on Programmable Logic Controllers
(PLC). The main objective was to improve the
reliability of Burzaco Plant stamping presses
to face a greater production demand, which
was expected. At the same time predictive
maintenance was established. Before this was
implemented, IGB had high levels of stops
due to problems with vibrations in engines or
axles, the fall of air pressure or overheating of
contactors. Gradually sensors were included in
all process which allowed to prevent problems
before they appeared. Thanks to this decision
the performance of the machines of Burzaco
was optimized. By the end of 2019 IGB reached
an important achievement: the levels of
reliability of the press shop reached 99%.
24

INDUSTRIAS GUIDI
25

CONNECTIVITY
TO
GROW
26

INDUSTRIAS GUIDI
An uninterrupted high speed
communications flow was needed to
connect both plants. Two independent
fiber optic systems where installed for
such a purpose.
A previous challenge established the background
for all these improvements to take place and be
sustainable in time: how to connect both plants
to coordinate production and teamwork? The
company needed to acquire a system that could
allow both plants to replicate its administrative
processes. A platform where teamwork could
strengthen through interaction, support and
fluent assistance between its members.
Production registers allowed both plants to
have the information on stock availability
and a detail on the assembled parts that IGB
sends to IGZ to be assembled there. Rounding
up, it was necessary to guarantee a nonstop
high-speed intercommunication through the
setting-up of two independent systems of
optical fibre that would connect both plants.
To anticipate any simultaneous failure on both
ways a third independent link was set-up to
allow operations during emergency situations.
“The project began at the beginning of 2014
and by mid2015 we managed operability. The
last phase of this project which we ended in
November 2019 was the set-up of the last and
strongest link,” says Sandro Iglesias who was
in charge of the development and execution of
the project together with the team of Systems
and Purchases.
27

THE MICRO
WITHIN
THE MACRO
Each milestone of this decade is set within the always volatile economic
background of Argentina. The company is a part of the argentine
automobile sector which in December 2019 was composed of 12
automobile manufacturers, 1.300 part manufacturers, more than 1000
car dealers and 25.000 mechanic workshops. Throughout these last
10 years, 47 companies dedicated to auto parts stopped their activity,
production fell from 828.000 vehicles to 336.000 and more than 15.000
jobs were lost. On the other hand while at the beginning of the decade
exports of auto parts represented a total of US$2.433 million, in 2019
this amount was reduced by 40% touching US$1.567 million. The sector’s
revenues were also affected and descended in this period: in 2011 the
total was US$7.442 million and by 2019 this figure retracted to US$4.062
million*.
In this situation Fernando Castro expresses: “One of the greatest
achievements of the Hilux platform was its exports for more than 75%
of production. This balances the economic variables. Toyota’s decision
to export to Latin America from Zarate gave us a long-term horizon.
This allowed us to make the investment decision with less fear regarding
the ups and downs of Argentina`s macro economy. This is one of the
reasons that explain IG`s good performance throughout the decade.”
*Source: A.F.A.C. - Automobile Part Manufacturers Association
28

INDUSTRIAS GUIDI
Toyota’s decision to export to Latin
America from Zarate allowed for a
sustainable long-term horizon and
explains the good performance of
IG throughout the decade.
29

MILESTONES
OF THE
DECADE
_
2010 · 2020
30

INDUSTRIAS GUIDI
MANAGEMENT
IGB
Installation of PMP system
(productivity improvement program)
for on-line registration of set-ups,
stops and production hours in
stamping lines.
SIFAB Business Suite. An ERP system
of industrial management designed
for the efficient administration for
medium-sized companies.
IGB / IGZ
IGB
Installation of an electronic
chart in raw material storage
to assure materials FIFO flow
(First in, First out).
Internal logistic management
system for both plants according to
TMC (Toyota Motor Corp) standards
(e.g. Heijunka charts for production
levelling, Andon for material
management and Kanban Posts for
production control).
IGB / IGZ
31

IGB
Installation of first 4 ABB dot
welding robots in 2011/2012.
Installation of 47 Kawasaki
welding robots for the
project 640, Toyota Hilux.
IGB / IGZ
IGB
Additional automation of welding
operations integrating first 4
ABB robots through internal
engineering and maintenance
development.
Complete welding layout
change integrating
warehouses to ensure an
orderly one-way flow.
IGB
IGB
Installatin of robotic welding
cells for car seats structures for
Isringhausen, Mercedes Benz.
Automatization of the
welding of screws in the cowl
top assembly.
IGZ
WELDING
32

INDUSTRIAS GUIDI
STAMPING
Retrofitting of 25 tandem stamping
presses in ranks of 250 to 1.000 tons
transforming the original electric
logic of relays to a PLC logic.
IGB
IGZ
Installation of 2.500 tons
transfer press.
Renovation of crane bridges:
new carts in line A and storage
of raw material. Second cart in
die shop crane and new
crane bridge in line B.
IGB
IGB
Installation of automatic die
height regulation in tandem
line presses.
Installation of 1.000 tons
Krupp press as head
of line C.
IGZ
IGB
Installation of 1.900 transfer press
(2nd transfer).
Set-up time reduction from 16
to 8 minutes through Kaizen
actions executed together by the
engineering and team members.
IGB
IGB
Installation of CNC 5 axes
machining centre.
Maintenance and die shop
machines upgrade or renewal:
new lathe, milling machine and a
tangential grinding machine.
IGB
33

GENDER
POLICY
The management of IG decided that gender
equality should be promoted from the very
start at the new Zarate Plant. Today 25% of
plant production team members are women.
34

INDUSTRIAS GUIDI
One of the aspects that defined these 10 years
both in Argentina and the world are the initiatives
tending to close the gender gap. IG also moved
forward in this agenda making decisions that
would work as milestones across the decade. In
the first place, the management of IG decided
that gender equality should be promoted from
the very start at the new Zarate Plant. Today
25% of plant production team members are
women when average for metallurgic plants
does not exceed 5%. Carolina Castro adds:
“Janet Guidi promoted this change, she saw the
opportunity of incorporating a gender policy
when planning Zarate. We were growing and
incorporating people, it was the ideal time to
start balancing the equation.”
35

During this decade IG was determined to
highlight the gender dilemma and promote an
active policy that would respond in a concrete
way. In this sense, Eliana Reynoso`s story is an
example. She started working for IG when she
was 22 years old, as a welding line operator.
Soon she was promoted to Team leader, and
today she is Welding Supervisor – being the
first woman to occupy a supervising position
in the company - and now in charge of training
new operators among other tasks.
“There is always a chance to move from one
sector to another. Operators here do not get
stuck in the production line. This is one of the
aspects I value of this company. Taking over
the responsibility of the supervision of a sector
is a great honour, especially because this
represents the ideals of the company regarding
gender equality, letting men and women have
the same possibilities of promotion,” says
Reynoso.
Janet Guidi as President of IG explains how her
own experiences serves as a role model in the
automotive industry. “My parents encouraged
my independence and professional challenge
since I was a girl, being raised this way allowed
me to take risks and make my own contribution
to the gender agenda withing the company. I
believe that our contribution in this decade was
to dare and show that the automotive sector
can have a gender equality policy,” says Janet.
As for the incorporation of women to the
Zarate plant Brenda Martin (Human Resources
Manager) highlights, “it was a real milestone in
this last decade. To think about women driving
the forklift, handling the crane bridge at the end
of a press were unthinkable images for many
but all of them were clear in Janet`s vision of
this new phase.”
36

INDUSTRIAS GUIDI
“I believe our contribution during this
decade was to dare and demonstrate
that a gender equality policy is
possible in the automobile industry.”
Janet Guidi
37

At the beginning of 2020
IG took a new step towards
the equality gender agenda
extending to fifteen days
the paternity leave.
This is an important progress because most companies give two days as
enforced by law. The fifteen days granted by IG may be used within the
first year as workers choose according to their own needs. In this way
the company seeks to develop intra-family complementary relationships
regarding medical appointments, adapting the child to the nursery and
looking after the newly born.
38

INDUSTRIAS GUIDI
“
“As a woman in this profession there is
a constant search to obtain equality of
rights and opportunities, something which
was never a problem at IG.”
Mariela Cisterna · Engineering Coordinator - IGB
“Including women in IG has been one of
the most notorious marks of the decade.
Working in this company is one of the
best experiences to develop oneself in the
engineering profession. You are allowed to
innovate, teach, create and contribute with
your knowledge. IG is a place to learn.”
Natalia Parisi · Quality Head - IGZ
(from 04/2015 to 03/2021)
“I was surprised and shocked by the
differences I found in the Zarate plant.
These differences I can basically establish
are because the plant has young
personnel with a learning desire and
because the feminine presence expresses
its loyalty towards the company.”
Marcelo Simone · Production Manager - IGB/IGZ
(from 01/1972 to 12/2020)
”
39

QUALITY AND
EXCELLENCE
IN PRODUCTION
PROCESSES
As these ten years went by, IG was transformed
by technological advances that began to be
recognized at the international level.
On two occasions, during the last decade
representatives of the company traveled
to Nagoya, Japan, to receive the “Regional
Contribution Award” from Toyota Motor
Corporation. Among all the Mercosur companies
that make up the network of suppliers to Toyota,
IG was chosen for its contributions to the
business at a regional level in the years 2011 and
2017. Thus, it became the first Argentine auto
parts supplier that obtained that award twice.
Contributions taken into account included:
delivery performance, quality of products, cost
reduction and customer service excellence.
40

INDUSTRIAS GUIDI
On two occasions, during the last
decade representatives of the company
traveled to Nagoya, Japan, to receive
the “Regional Contribution Award”
from Toyota Motor Corporation.
41

In 2011, 2012 and 2017 Toyota Argentina
recognized IG as “Best Supplier” for its
outstanding performance in each of the
key indicators.
In 2020 and 2021, during the Annual
Mercosur Suppliers Convention, IG was
awarded with the “Outstanding
Performance Award”, maximum
distinction awarded by Toyota to its
providers in the region.
42

INDUSTRIAS GUIDI
“The challenge is to continue being as efficient
and innovative as we were so far and loyal to
our business with Toyota, which is the best
automotive company in a global scale”, explained
by Carolina Castro is one of the foundations to
continue increasing IG’s standards.
43

During 2017, the company
formalizes it’s 5S methodology,
with the creation of a
committee and team members
working groups.
Another international award of this last decade was granted by General
Motors Corporation (GMC). The automotive Detroit Company honoured
IG in four occasions –2012, 2014, 2016 and 2017– with the “Supplier
Quality Excellence Award”. Technical support, responsiveness, quality
standards and alignment with the processes are some of the parameters
GMC yearly evaluates its suppliers to grant the award.
44

INDUSTRIAS GUIDI
45

Another specific award marks the evolution of
IG throughout the decade: for three times in
a row IG was awarded the “Premio Nacional
5S” (National 5S Award). The closing of 2019
coincided with the attainment for the third
year in a row of this award that is given to
small and medium enterprises of Argentina
for implementing high level 5S standards in
their operations. In 2017, IGB obtained the
bronze award, while IGZ received the silver
one. In 2018/2019 both plants received the gold
award. IG committed itself to incorporating the
Kaizen method and continuous improvement
methodology since 1997 when it begun
supplying parts for Toyota Argentina.
During 2017 the company begins the process
of consolidation of the 5S methodology
creating a committee and team groups
related to the matter. IG could then improve
its competitiveness and efficiency through
the detection of abnormalities and the
chances of improvement with the subsequent
elimination of activities that are of no worth.
This comprehensive improvement impacted
directly in quality, productivity and security in
the activities of the company. Daniela Fazzari
(CSR & 5S Chief & Board Executive Assistant)
explains how the 5S methodology was
introduced: “As from March 2017 we started
the training process with groups of workers to
generate conscience on the benefits of working
with the 5S method. Today the challenge is that
the 5S methodology may continue being part of
our daily routine so each worker may optimize
the conditions and security of his workplace. As
a result we can observe how it enables tasks
and how the capacity to detect problems and
finding solutions are improved.” Additionally,
Kaizen methodology has made a substantial
contribution to the sustainability politics within
the Corporate Social Responsibility (CSR)
program.
46

INDUSTRIAS GUIDI
This methodology articulates the organizational
efforts around five Steps.
The first “S” stands for “Seiri” (eliminate) which
implies identifying what is necessary in the
working area so as to consequently eliminate
what is not.
The second step is “Seiton” (organizing). In
this phase the organization of the elements
considered as necessary and that must be at
hand is of utter importance. Their placement
must be clearly identified so all team members
may have access to them and in case they are
misplaced may be able to return them to their
original place.
The third step is named “Seiso” (cleaning) and
it is connected to the equipment maintenance.
The task is to clean and inspect each equipment
and surrounding areas to detect defects and
proceed to its elimination. It is required for
cleaning to be part of the daily task eliminating
areas that produce soiling and to preserve the
integrity of the working elements for them to
be always in perfect conditions.
“Seiketsu” (standardize) is the 4th step,
its function is to generate a method that
systematizes the previous steps.
And finally, the last step “Shitsuke” (discipline)
seeks to transform into habit all the previous
steps.
47

SUSTAINABILITY,
ANOTHER KEY
ELEMENT
IG continued to advance its policies towards a
competitive performance. In 2015 the company
finalizes the homologation process to obtain
the ISO 14001 Certification which is key for
an efficient environmental management
system. With this Certification IG managed
to identify and prevent environmental risks
connected to its activity. It also gave the
company the possibility of strengthening
its competitiveness contributing towards a
sustainable development, managing waste
properly and reducing costs in the productive
process. Some examples are: the use of green
technology in the construction of Zarate plant
such as polyurethane foam panels, automatic
shutdown of engines of scrap conveyor belts
during breaks in Burzaco Plant, the decrease of
transport between plants and Tier II suppliers
–reducing time and kilometres –, and changing
the lighting installations to a LED system in
both plants, among others.
Carlos Pan points out: “The ISO 14001
certification allowed IG to assure that it is an
environmentally friendly company. Also it is to
be noted that we do not work with heat related
processes, we do not generate neither gas nor
liquid waste at an industrial level. We operate in
a clean way in both plants.”
Due to the work developed before the
certification IG managed to reduce losses
originated in the three compressors. Nowadays
IGB works with only one, consuming less energy
and improving its performance regarding the
carbon footprint.
48

INDUSTRIAS GUIDI
49

IG achieves quality
certification under IATF
16949:2016 in both plants.
Throughout this period IG continued with the certification of
its quality management system under the ISO/TS 16949:2009
standards - the first certification was in 2003. IG satisfactorily
performed two audits between 2012 and 2015 which
corresponded to the international standards that identifies
the requirements regarding design of the productive process,
development, manufacturing, installation and services related
to any product of the automotive sector. The ISO/TS 16949:2009
standards were modified later and became known as IATF 16949:2016.
The International Automotive Task Force (IATF) carried out this upgrade
with the objective of responding comprehensively to the coordination
of evaluation and certifying systems through the chain of global supply
of the automotive sector including parameters such as: change control,
risk analysis associated to quality system and issues connected to the
traceability of the products. In 2018 IG ended the transition and certified
its system of quality management with the IATF 16949:2016 in both
productive plants.
50

INDUSTRIAS GUIDI
51

GOVERNANCE
FOR THE XXI ST
CENTURY
During this last decade IG also expanded
its understanding of the importance of an
excellent performance to other areas of the
company not related to production processes.
Specifically, regarding business governance
and social investment. Some of the initiatives
were: redefining the Mission, Vision and Values,
implementing a code of conduct, giving
the young training opportunities through
professional practices, encouraging employees
to finish secondary school, creating a sense of
community inviting team member children and
retired personnel to in plant activities, volunteer
activity participation and the development of
better internal communication channels.
The implementation of a Sustainability Policy
allowed for IG to become a positive change
promotor for its community and for the
environment.
52

INDUSTRIAS GUIDI
The company was able to successfully
integrate a tremendous growth process
maintaining IG’s moral principles and
company values which go beyond the
economic dimension.
53

MANAGEMENT
PROFESIONALIZATION
54

INDUSTRIAS GUIDI
Each one of the achievements of IG along the
decades had a common challenge: to make
innovation and professionalization key aspects
for the company’s expansion. Carolina Castro
explains it in this way, “Ten years ago we took the
decision of incorporating two external directors
that had previously worked in multinational
enterprises. The idea was to consolidate a
professional team bringing together the best of
the multinational experience with the flexibility
of a medium size company.”
Carlos Pan adds, “Certain management
practices if well applied to the small and medium
enterprises improve overall competitiveness,
the relation between areas and the performance
of the productive process. My job at first was to
create working groups, first, in Burzaco and then
in Zarate that could apply this practices. When
we had to start the development of IGZ in 2013
we had already attained a good performance
in IGB so that allowed us to concentrate
ourselves in the new challenge with all the
knowhow incorporated,” says Carlos Pan about
the planning of industrial management for this
decade. “One of our priorities as directors was
to train the staff members that were already
part of the IGB team. We only added some
specific functions to positions that were not
covered. One decade later the people that were
twenty years old in the company is now thirty,
that strengthened IGB`s development and
allowed fluent work in the construction of the
new plant,” says Fabian Novara to explain the
dynamic which allowed to strengthen a family
enterprise with a professionalized management.
55

56

INDUSTRIAS GUIDI
"I feel satisfied to realize that
we managed to professionalize
our business essence from
management to all the staff. I am
a hundred percent sure that those
who will be in charge during the
next decade of IG will conquer
many other achievements.”
Janet Guidi
Looking in on the different moments of the last decade, Janet Guidi
connects past, present and future: “I feel confident and happy to see
how the third generation takes over. My father would be very proud to
see his grandchildren follow the work he started sixty years ago.”
57

TOWARDS
THE NEXT
DECADE
In a company with a history of sixty years the constant seems to be the
renewal of challenges. IG plans in the following ten years a series of actions
to ensure its growth, to continue working on technological advances and
the search of production diversification by means of developing new
products related to the automotive industry or outside of it. “There is
certain consensus within the Argentine automotive industry that the
path to success relies in the manufacturing of utility vehicles with added
value, such as pick-ups or vans. That is why it is fundamental to have
policies that support investments for this type of vehicle. Pickups and
utility vehicles will continue to be used in Latin America due to the type
of trade and the type of vehicles needed in agroindustry, the oil and
gas and mining industry. In the near future, hybrid pick-ups could also
be developed.” says Fernando Castro to express how he perceives the
future.
Carlos Pan completes the ideas for the next ten years, “we have a clear
aim for the company which is to reinforce ourselves as Toyota suppliers
and keep on growing within the market. That is why we are working on
the change of products that are coming in. This will oblige us to analyse
the use of our machine equipment and how to update it.”
58

INDUSTRIAS GUIDI
59

To better face the upcoming
challenges IG is analysing the use
of Cobots in its production line.
60

INDUSTRIAS GUIDI
Cobots are being evaluated for the welding
process of nuts. The characteristic of
cobots is that it allows man-machine close
collaboration avoiding the risks of load,
inertia and movement. Due to security
issues conventional robots which are in
use today in IG require electronic and
physical barriers that prevent the entrance
to the cell when the robot is working. The
incorporation of cobots will allow in some
operations for the restriction of barriers
to relax. One of the advantages of this
development is that workers can focus on
more sophisticated tasks which require
human talent to be performed.
Hence, the company is evaluating the
use of technology that allows to move
forward gradually towards a remote
logistics operation.
“The idea is to work with equipment that
instead of having a dolly cart driven by
humans they may be driven by automatic
robots that could stop when necessary.
What we managed so far is to transform
the efficiency of the direct production
process. Now we are working to transfer
that efficiency to the indirect sectors,
such as logistics.” Fernando Castro points
out.
The cobot-worker support will be a new
way with which the company will improve
its competitiveness and have qualified
workers. Automation of its indirect
processes is part of IG next milestones.
That is why logistic changes are in the
first line of this future projection.
61

“As commercial director we are working with all the
managers to start the hard work looking forward to
wining the next bid for the new model Toyota will start
producing in 2025. We are well aware of our prime
client`s requirements and how this will impact our
commercial strategy,” is how Fabian Novara explains
the future steps in what is a relevant situation for all the
projects the company faces.
Fernando Castro adds a new aspect to Novara`s
vision: “This task also implies to quote the parts again
and identify who will do what. If one wants to assure
continuity of the Toyota business one has to think with
anticipation. That is why we have to develop the same
technology our competitors in Thailand have, work
with new materials which are more resistant and also
to understand which is the best way to weld and stamp
those new materials.”
Human resources has also a challenging agenda for the
next ten years. Carolina Castro gives us an idea of the
projects IG is working on: “Digitalization will allow us
to use technology to improve our relationship with our
team members, being closer to them.” Regarding the
gender agenda the idea is to broaden the company`s
policy and guide it towards even more diversity. The aim
is to increase the job openings to minorities which find
difficulties in joining the labour market.
62

INDUSTRIAS GUIDI
Hence, the company is evaluating
the use of technology that allows
to move forward gradually towards
a remote logistics operation.
63

64

INDUSTRIAS GUIDI
65

TESTIMONIES
TO DEFINE
A DECADE
“It is impossible to understand the achievements of the decade
without the team work effort of all company areas. You cannot split the
industrial sector from the commercial or the administration
nor the guidelines established by the General Management.
Our results were above average if compared to argentine auto part
manufacturers and well within global standards.”
Carlos Pan · Industrial Director
“This is a company that continuously sets trends, this is
especially so today with a young woman manager that is authentic
and flexible to the new social changes.”
Natalia Parisi · Quality Chief - IGZ (from 04/2015 to 03/2021)
“It was August 2007 when I had my first job interview at IG, I remember
telling myself: «I hope to belong». I started working in october.
Industrias Guidi generates a sense of belonging.”
Sebastián Molina • Process engineer - IGB
“My experience throughout this decade in IG is characterized by
the wish of growing professionally and personally. Something I highlight is the
working environment, team members are committed to the company’s
goals and the company looks after each employee.”
Marcelo Guidi · Foreign Trade Officer
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INDUSTRIAS GUIDI
“The trips, the challenges and search of knowledge to reach goals allowed us,
who love the engineering profession, to nourish that passion.”
Gabriel Monzón · Die and Maintenance Manager - IGB
“What was important about these ten years is that we had the
capacity to form a solid work team committed with the growth
of the company. Due to that we could better adapt ourselves
to the changes and evolve with them.”
Roberto Guidi · Vice-President
“Industrias Guidi is the company I chose and I enjoy working every day.
A great family in which I feel proud to be part of a little piece of its valuable story.
Betting on the future, it’s commitment, are all values that inspire
me to keep growing and learning”.
Mariela Dávalos Arrua · HR Analyst - IGB
“No doubt one of the most important achievements was to create
a work team that involved Management and all the sectors of our plants.
It was a unique experience never experienced before
in my thirty years in the company.”
Marcelo Simone · Production Manager - IGB/IGZ
“I had the opportunity to begin working at IG at age 22 as welding
operator in IGZ plant and from there keep on growing in the company.
I feel very grateful, I was always treated with respect and equality under the
leadership of each of the persons who helped me grow in my profession.”
Eliana Reynoso · Welding Supervisor - IGZ
”
67

“
“Undoubtedly a very important period for us. We made it to sixty
years in Argentina, something which is very important. We have more and
better technology, we reinforced our name, we are widely acknowledged
by the market and we strengthened our relationship with our clients.”
Janet Guidi · President
“I have been given growth opportunities in my 13 years in the
company. It is part of the development that the company offers
the personnel and distinguishes it in the market.”
Gustavo Cáceres · Production Chief - IGB
“I believe that my personal and professional growth go hand in hand,
neither would have taken place without the other. I have had
great leaders since I entered the company in 2007.”
Alejandro Sabbagh · Welding Chief - IGZ
“These were ten unbelievable years of growth. I was lucky to be part
of the team during these challenging times which allowed us to conquer
concrete and excellent results. We had a vision for the company to
grow and improve, we went for it and did it successfully.”
Fernando Castro · Director of Strategic Planning
68

INDUSTRIAS GUIDI
“I entered IG just in time as I got my engineering degree and wishing to
improve professionally. I feel I achieved all my goals throughout these years.
I always felt the support of my superiors who saw in me the wishes of acquiring
knowledge, they always offered their help and trust.”
Mariela Cisterna · Engineering Coordinator - IGB
“I have learnt a lot, incorporated work philosophies that basically
aim to the quality of the product, nourishing team work and
responsible and inclusive communication.”
Jesús Pancera · Purchase Chief - IGZ
“The idea of reinforcing Kaizen methodology throughout the company
reaching all company areas was a personal challenge for my office,
one that I took with enthusiasm. We had training courses, we created
work groups, got people involved, committed and created
awareness of the benefits of working S5.”
Daniela Fazzari · CSR & 5S Chief & Board Executive Assistant
“I feel IG had a second foundation at the beginning of the decade,
the first one, 60 years ago, established the grounds with strong solid
pillars to allow for growth in a volatile market, the second one,
10 years ago, placed IG at the top of performance level in the automobile
industry in argentina, sustained in particular in company values such
as caring for it’s team, striving for the best quality of products and
constant improvement of processes.”
Daniel Zungri · Die Shop Chief - IGB (from 10/2010 to 05/2022)
”
69

“
“It was a decade in which we made the decision of investing in
technology to accompany Toyota, to improve the methodology
of work and increase our productive capacity. We are reaping
the fruit of the path we chose at the beginning of 2000.”
Carolina Castro · HR & 5S Director
“From making purchase orders on a typewriter, to digitizing everything, from
manually manufacturing to robotizing the production lines. To be part of that
growth and team work fills me with pride. ¡Happy Anniversary!”.
Hernán Blanco · Purchasing Chief - IGB
“During this last decade in IG we established a professional working
system and the company grew with it. Personally speaking, it allowed
me to work many new projects. Reaching the end of my career
I feel I found my place in the world.”
Fabián Novara · Commercial Director
“Having worked in multinational companies in the auto parts sector,
Industrias Guidi allowed me to get to know and realize that when there
is a culture of work and entrepreneurial vocation, it is possible in this
complex Argentina, to develop a thriving company, with clear competitive
objectives, high standards of quality and full customer satisfaction”.
Javier Liguori · Quality Manager - IGB/IGZ
70

INDUSTRIAS GUIDI
“I have been in the company for 15 years and I highlight the change and
evolution in machinery and devices that allow us to improve our work, as
well as the possibility of training in safety and quality. There were many
changes since I joined in 2006 and I hope to be part of the
Industrias Guidi family for many more years.”
Gastón Castillo · Press Team Leader - IGB
“The changes made in Industria Guidi are admirable, I have been a part
of the company for 24 years and I had the opportunity to see the growth
and also had the opportunity to train at TASA on TPS. I highlight the
encouragement given to employees to grow professionally. It is
rewarding to work for such a company. Thank you!”.
Fernando Gorino · Logistics Supervisor - IGB
“The biggest challenge was to go from a one plant management
to two plants. We had to generate a mirror-type administration
process and obtain communication technology that could integrate and
complement the effort of both plants. Both teams were able
to interact, hence becoming more efficient”.
Sandro Iglesias · Systems, Purchasing and Environment Director
“I started working at IG in 2004. In these years I have seen many changes.
Management, structure, work modalities and progress. I was lucky to
accompany this process. It was interesting, challenging for the day-to-day
work and for professional growth. My wish is that this continues”.
Walter Radici · Tool Shop Officer - IGB
”
71

ONE DAY AT
INDUSTRIAS
GUIDI
01.
Dawn
At 6am IG’s
team members
start their
daily work.
02.
WE
GET READY!
Before starting we make movements
to prepare the body. While we excercise,
we discuss recent issues regarding
Security, Quality and 5S.
03.
FIRST
DISPATCH
6am the first
of 12/14 trucks
gets to plant
for first parts
dispatch.

04. TO STAMP!
The team leader initiates the
production from the touch screen
and the team members located in
each press activate the machine
double buttons to begin stamping.
3
05.
PARTS
IN
PROCESS
At the end of the
stamping process,
a team member
receives one of the
71,000 daily parts.
The great most of
these parts, move
to welding process.

06.
LET’S WELD!
The welding team
assemble the stamped
parts to make assys.
Almost 100% of our
welding is done
by robots.
07.
A FINISHED
PART
Welded assemblies are
placed on racks and
then moved with dollys
to the finished
product warehouse.
09.
VTOV
PARTS

08.
TEAM LEADERS
& SUPERVISORS
They manage the production
shift attentive to the needs
of team members and the
good functioning of the
machines. In addition,
they monitor KPIs.
10.
WE MAKE
QUALITY
Quality assurance
of the product
during the process
productive is
responsibility
of all.
The VTV area
receives, stores
and distributes
214,000 daily
components;
nuts, bolts and
small parts
that are used
for assembly.

11.
WE SOLVE
PROBLEMS
If minor quality
problems arise, such
as bumps or scratches,
the bodywork area
takes care of
repairing them.
The 46,400 finished
parts, are placed
in racks to be
transferred to the
finished product
warehouse for
customer delivery.
14.
MORE
ASSEMBLIES
12.
PARTS
AND
ASSEMBLIES
The warehouse,
receives an average
daily supply of
products coming from
60 different
suppliers. It is also
responsible for
delivering materials
to its internal
customers.

13. TEAM WORK
Service areas like maintenance and
tooling guarantee the correct
functioning of the machines and
equipments, performing the preventive
maintenance or repairing machines.
At 7:00 a.m. the first
raw material delivery
truck arrives to plant.
During the day we will
process 125tons of
steel, that our team
members unload,
register and store.
15.
OUR RAW
MATERIAL

16.
WE ARE ALL PART
OF PRODUCTION
At 8:00 a.m. team members of areas such as
administration, purchases, engineering,
systems, hygiene & safety, 5S, CSR and
human resources arrive at the plant.
Administration manages the
accounting and financial
tasks. Purchasing is
responsible for supplying
the plant with all
services & non-productive
parts.
All of us, from
managers to team
members, we work
focused in the
5S Methodology.
Systems provides IT
solutions and
develops different
tools to improve the
online visualization
of key information.

Hygiene, Safety and
Environment develops
and applies measures to
prevent accidents and
occupational diseases.
As well as actions to
optimize resources.
A team of technicians and
engineers assist production
by process improvements,
analysis of defects and
the development of
standardized documentation.
Human Resources is
keen to team member’s
needs,promoting harmonious
labor relationships and
improving capacities by
means of training, so
that Guidi can be a place
of opportunities and
professional growth.
The CSR area focuses on
the community Promoting
educational and social
actions based on ethical
values ethics and caring
for the environment and
it’s sustainability.

17.
BREAKS
Break times are moments
of relaxation and chat
between team members.
18.
FINISHING
THE DAY
At 3:00 p.m. the first productive shift
finishes it’s work.
The last manufactured piece is checked and
team members apply 5S to the workplace before
leaving. The second shift will begin and a
new team will replicate the same dynamic
until 11.49 p.m., when all production will
cease until the next day.

We produce and deliver 46,400
parts per day and this is
only possible because each-one
of our team members fulfill
their tasks with responsibility.
It is the sum of many small
efforts that have made
possible great achievements.

WE ARE
INDUSTRIAS
GUIDI
In our company there are more robots, intelligent machines
and complex systems than ever before. But in order for them to
function and for the company to deliver 46.400 parts each day a
more than 500 team members work is needed.
Our daily work is made of human action and reason. From
registering an invoice, to repairing a machine or assuring our
production lines never stop. Each task finds it’s purpose as part
of something bigger than itself.
This anniversary book reflects the work and commitment of all
the people who make Industrias Guidi every day.
Here we are.
MANAGEMENT
BOARD
Fabián Novara
Commercial Director
Sandro Iglesias
Director of Systems,
Purchasing and Environment
Marcelo Guidi
Foreign trade Officer
Carolina Castro
HR & CSR Director
Janet Guidi
President
Roberto Guidi
Vice President
Fernando Castro
Strategic Planning Director
Carlos Pan
Industrial Director
82

INDUSTRIAS GUIDI
BURZACO
PLANT TEAM
MEMBERS
Juan Crespo
Systems Chief
Daniel Rodríguez
Purchaising Analyst
Hernán Blanco
Purchaising Chief
Martín Villanueva
Purchaising Analyst
Marcelo Caparelli
Systems Analyst
(period 05/2015 to 05/2022)
Juan Francisco Lopez
Invoicing Analyst
Pablo López
HS&E Analyst
(period 06/2015 to 10/2021)
Emiliano Villaverde
HS&E Analyst
(period 10/2018 to 01/2022)
Hugo Rivero
Gatekeeper
María Valdiviezo
Cleaning
Ana Comberto
HR Analyst
Brenda Martín
HR Manager
Daniela Fazzari
CSR & 5S Chief /
Board executive assistant
Nancy de los Ríos
HR Analyst
Mariela Davalos Arrua
HR Analyst
83

ADMINISTRATION
_
Juliana Leal
Accounting Asystant
Cecilia Guarino
Accounting Asystant
Cecilia Luna
Treasury Officer
Claudia Matsusaka
Accounting Manager
Yanina Bruneda
Accounting Asystant
Carolina Tsushima
Accounting Asystant
ENGINEERING
_
Martín Decker
Process Engineer
Mauro Pedicini
Process Engineer
Mariela Cisterna
Engineer Officer
Cristian Lugieri
Process Engineer
Javier De Sio
Process Engineer
Sebastián Molina
Process Engineer
UNION
REPRESENTATIVES
_
Ángel Torres
Juan Viñas
Diego Di Brígida
Pablo Domínguez
Hernán Tevez
84

INDUSTRIAS GUIDI
QUALITY _
César Gonçalves · Quality Engineer
Gastón Maciel
Gabriel Simeonoff
Gastón Acosta
Javier Liguori · Quality Manager
Leonardo Moya
Pablo Acinas
Matías Sosa
Miguel Viera (from 04/2008 to 01/2022)
Elbio Maciel
Diego Bello · Quality Supervisor
Daniel Woca
Diego Herrera · Quality Team Leader
Diego Díaz
Gabriel Atlante
Santiago Salto
QUALITY _
Marcelo Mora Sanhueza
Orlando Pérez
Ernesto Giménez
Martín Migueles
Christian González
Martín Boo
Quality Team Leader
Horacio Gómez
Ariel Escalona Romero
Darío Correa
Nicolás Solís
LOGISTICS _
Eduardo Schmidt
Alejandro Orellana
Ariel Rubí
Logistics Analyst
Luciano Rodríguez
Logistics Chief
Marcelo Acosta
Diego Costas
Eduardo Campbell
Alejandro Zerrizuela
Juan Aguilar
Nicolás Galán
Logistics Analyst
Edgardo Villalba
VtoV Team Leader
Fernando Gorino
Logístics Supervisor
Abel Pérez
Marcos Sosa
85

LOGISTICS
_
Alejandro Orlowski
Logistics Supervisor
Gerardo Mejías
Mariano Marlier
VtoV Supervisor
Alejandro Villegas
VtoV Team Leader
Alejandro Cáceres
Hernán Delgado
Sergio Rocha
Jonatan Bustos
Sebastián Guyot
Logistics Analyst
Fernando Velázquez
Maximiliano Páez
Andrés Mejías
Gonzalo Casal
WELDING
_
Nicolás Paredes
Martín Ojeda
Marcelo Cortez
Mariano Giacobino
Lucas Barrios
Matías Cozzo
Welding Supervisor
Emmanuel Atlante
Leonardo Rolón
Fernando Ponce
Cristian Camporeale
Hernán Alcaraz
WELDING
_
José Peralta
Welding Team Leader
Facundo González
Federico Pereyra
Mauro Del Arca
Damián Quiroga
Fernando Cardozo
Pedro Mareco
Mario Rodríguez
Braian Bróccoli
Lucas López
Pablo Borquez
Matías Rivero
Diego Franco
86

INDUSTRIAS GUIDI
WELDING _
Javier Paulos
Miguel Samaniego
José Ferrante
Roberto Charo
Eugenio Santa Cruz
Nelson Ifrán
Carlos Torres
(from 07/2018 to 01/2022)
Fernando Suarez
Pablo Rodríguez
Juan Boo
WELDING _
Federico Silva
(from 08/2017 to 01/2022)
Ariel Pedrazza
Emmanuel Leguizamón
Rafael Nápoli
Welding Supervisor
Diego Cortez
Mariano Sánchez
José Úbeda
Welding Team Leader
Pablo Silva
Daniel Lagodín
Welding Team Leader
Claudio Guantay
Leandro Carabia
Maximiliano Testa
WELDING _
Mauro Bayni
Diego Luna
Nicolás Graves
Rodrigo Cuenca
Luis Miranda
Carlos Leguizamón
Diego Del Mónaco
Welding Team Leader
Cristian Valdez
Daniel Santillán
Gastón Coria
Gustavo Benítez
87

WELDING
_
Sergio Gómez
Mariano Ramos
Andrés Rodríguez
Luis Ibáñez
Alejandro Hermosi
Alberto Pérez
Welding Team Leader
Nahuel Condori
Víctor Eckerdt
Rubén Avalos
Alejandro Planas
Edgardo Ojeda
WELDING
_
Damián Pacheco (from 09/2012 to 01/2022)
Andrés Machicotte
Welding Team Leader
Guillermo Martínez
Héctor Pallanch
Claudio Villalba
Christian Pilar Gutiérrez
Fabricio Suarez
Jonathan Heredia (from 11/2011 to 01/2022)
Ariel Albarracín
Welding Team Leader
Javier Gamietea
Welding Supervisor (from 03/2005 to 12/2021)
Nelson Ramos
Julián Castillo
Leandro Fuentes
Maximiliano López Osornio
PRESS
_
Julio Ríos
Norberto Pérez
Sergio Ibarra
Mauricio Soto
Javier Meza
Daniel Anriquez
Juan Urueña
Sebastián Argüello
Press Team Leader
Carlos Quintana
Press Supervisor
Jorge Anriquez
Luciano Conti
Nicolás Carrizo
Lucas Valenzuela
Nicolás Rensonnet
Santiago Campos
Walter Pappalardo
88

INDUSTRIAS GUIDI
PRESS _
Alejandro Armenio
David Candia Carrizo
Ángel Vargas (from 02/2014 to 01/2022)
César Otero
Damián Bender
Sergio Ibarrola
Germán Carabajal
Javier Barrios
Press Team Leader
Braian Segorbe
Ariel Anriquez
Press Supervisor
Ricardo Carrizo Coronel
Andrés Zanabria
Mauricio Araujo
Gustavo Arteaga
José Ledesma
Augusto Castigliego
Sergio Gámez
Miguel Vega
PRESS _
Gabriel Godoy
Fabián Bazán
Press Team Leader
Denis Molina Milans
Fabricio Méndez
Julio Mendoza
Mario González
Rubén Anriquez
Matías Ruiz
Gustavo Cáceres
Production Chief
Jorge Testa
Marcelo Furuzawa
Roberto Fukuhara
José Carnevale
David Larrosa
Gonzalo Mir
Julio Juárez
Pablo Maciel
PRESS _
Javier Ayunta
Pablo Sotelo
Ismael Quiña
Fernando Mazzei
Sergio Gálvez
Javier Odino
Press Team Leader
Gabriel Rosales
Matías Ornat
Héctor Osorio
Lionel Echavarría
Juan Gómez
89

PRESS
_
Walter Dómini
Leandro López
Milton Ance
Facundo Gorosito
Gastón Giménes
Press Team Leader
Oscar Estévez
Press Supervisor
Cristian Porcel
Lucas Matijasevic
Nahuel Báez
Leandro Bustamante
PRESS
_
Gastón Castillo
Press Team Leader
Alberto Medina
Héctor Centurión
Lucas Verón
Matías Villa
Elías Segovia
Tomás Carrizo
Hernán Castellano
Darío Rolón
Claudio Fulle
Press Supervisor
Braian Maciel
Nicolás Domínguez (from 11/2017 to 09/2021)
Maximiliano Cajal
Fernando Cardoso
Víctor Sena
Matías Loto
Sergio Carbajal
MAINTENANCE
_
Gabriel Monzón Méndez
Maintenance & Tool Shop Manager
Guillermo Herbstsommer
Matías Verón
Walter Aiello
Ruslan Horokhovskyy
Sergio Benevento
Adrián Romero
Maintenance Team Leader
Matías Quiencke
Maintenance Technical Office
Ariel Marrone
Gustavo Morales
Federico Lázaro
Marcos Gregori
Maintenance Technical Office
Martín Parodis
Julio Tapias
Maintenance Analyst
90

INDUSTRIAS GUIDI
MAINTENANCE _
Horacio Juárez
Fabián Díaz
Maintenance Technical Office
Alejandro Flores Tito
Miguel Bogado
Lucas Dappiano
Mario Viveros
Gustavo Saucedo
Daniel Santana
Maintenance Team Leader
Daniel Baracat
Nicolás Miranda
Mario Pérez
TOOL SHOP _
Ulises Olivera Díaz
Fernando Torres
Alan Bragagnini
Pablo Rotondale
Esteban Pérez
Tool Shop Team Leader
Emiliano Gentile
Daniel Zungri
Tool Shop Chief
(from 10/2010 to 05/2022)
Pablo Ojea
TOOL SHOP _
Walter Radici
Tool Shop Analyst
Juan Lezcano Fleytas
Tool Shop Team Leader
Sergio Arriola
Pablo Coto
Guillermo Bembibre
(period 07/2010 to 05/2022)
Cristian Boccuzzi
Hernán Alleva
Fernando Acosta
Martín Sánchez
Diego Leguizamón
91

MAINTENANCE
NIGHT SHIFT
_
Agustín Barreyro Areal
Pedro Sack
Miguel Velazquez
José Canteros
Victor Herrera
Gatekeeper
Miguel Rodas
Héctor Bugarini
Sebastián Athue
Marcelo Ruiz Díaz
Gabriel Colman
Maintenance Team Leader
Maximiliano Hickling
QUALITY
Ariel Pérez
LOGISTICS
Walter Pérez
WELDING
Andrés Nuñez
Bruno Maximino
Damián Marrone
Diego Barragán
Diego Lemos
Gonzalo Espinosa
Hernán Medicina
Welding Team Leader
Lucas Laffaille
Marcelo Lugieri
Matías Espinosa
Matías Vega
(from 11/2011 to 01/2022)
Miguel Calderón
Pablo Ledesma
PRESS
Alberto Ayala
Cristian Ruiz
Daniel Arizaga
Ernesto Valenzuela
Gabriel Veliz
Guillermo Franco
Jonatan Blanco
Juan Castro
(from 04/2018 to 01/2022)
Julio Alcaraz
Leonardo Luna
Matías Olivar
Nicolás Foletto
Nicolás Velázque
Roque Carballo
MAINTENANCE
Alfredo Aquino
Maintenance Technical Office
Nicolás Checchia
Maintenance Chief
ABSENTS
_
92

INDUSTRIAS GUIDI
ZARATE
PLANT TEAM
MEMBERS
Jesús Pancera
Purchasing Manager
Milagros Peralta
Pruchasing Analyst
Mariano Salvo
Process Engineer
Iván Dos Reis
HS&E Officer
Alondra Murillo
HR Intern
Fernanda Astorga
5S Analyst
Juan Bentacour
Systems Analyst
Cristian González
HS&E Intern
Ileana Puente
HR Analyst
Gisela Bordogilo
Accounting Analyst
UNION
REPRESENTATIVES _
Gonzalo Pasafaro
Javier Gutiérrez
Sebastián Falcone
Jacquelín Ferreyra
Belén Cañete
93

QUALITY
_
Gabriel Rondán
(from 03/2015 to 04/2022)
Darío Lucero
Quality Team Leader
Flavia Meza
María Maidana
Eduardo Duré
Mirna Miño
Carla Carmelo
Alejandra Camargo
QUALITY
_
Matías Oviedo
Yamila Frattini
Quality Team Leader
Marcelo Parodi
José Panozzo
Eduardo Fernández
Javier Liguori
Quality Manager
LOGISTICS
_
Matías Wallovits
Logistics Chief
Martín Pájaro
Juan Pablo Figueroa
Logistics Supervisor
Saúl Lacuadra
Nicolás Cocco
Roberto Tiseyra
Elías Magen
Franco Cunci
Cristian Sánchez
94

INDUSTRIAS GUIDI
LOGISTICS _
Sebastián Muga
Brian Butelli
Camila Rodriguez
Diego Acosta
Adrián Mena
Logistics Supervisor
Facundo Barreto
(from 03/2020 to 03/2022)
Matías Coronel
(from 09/2018 to 12/2021)
Sebastián Monsalvo
WELDING _
Ariel Araujo
Welding Team Leader
(from 02/2015 to 05/2022)
Alejandro Duarte
Emanuel Martínez
(from 02/2020 to 02/2022)
Iván Rodriguez
(from 10/2018 to 01/2022))
Matías Pedraza
Leonardo Verbis
Ivana Masciulli
Milca Crespien
Welding Team Leader
Micaela Martínez
Leila Otero
César Córdoba
(from 04/2019 to 08/2021)
WELDING _
Maximiliano Fanucchi
Marilú Alfieri
Welding Team Leader
Matías Torres
Luis Martínez
Joel Ochoa
Julián Sotto
(from 12/2017 to 05/2022)
Matías Martin
95

WELDING
_
Eliana Reynoso
Welding Supervisor
Matías Arrúa
Darío Erhard
Sebastián Falcón
Enzo Arca
Welding Team Leader
Fernando Choque Verbo
David Medina
Tamara Santana
Antonella Torres
Mayra Galeano
Griselda Ferreyra
Soledad Zapata
WELDING
_
Saúl Mados
Federico Esquitín
Brian Velázquez
Jacquelín Ferreyra
Agustín Battaglia
Daniel Ledesma
Welding Team Leader
Mario Sáenz
Welding Supervisor
Noemí Molina
Fernanda Cerrudo
Priscila Geerneck
Belén Cañete
Natalia Pare
PRESS
_
Juan Matavos
Rodrigo Tapia
Press Team Leader
Horacio Lencina
Diego Magallán
Jonathan Pereyra
Juan de los Santos Trezza
Romina Sánchez
Néstor Schmidt
96

INDUSTRIAS GUIDI
PRESS _
Melany Cabrera
Press Team Leader
Joan Gutiérrez
(from 11/2016 to 11/2021)
Alejandro Sabbagh
Production Chief
Gabriel González
Alejandro Laiolo
Eliana Pascualín
(from 06/2016 to 09/2021)
Cristian Muga
(from 07/2016 to 05/2022)
MAINTENANCE _
Facundo Castro García
Maintenance Manager
(from 06/2018 to 01/2022)
Ibar Orellano
Juan Pablo Vivas
Javier Gutiérrez
Maintenance Team Leader
Javier Milazzo
Rubén Di Jacobo
MAINTENANCE _
Fernando Monzón
Juan Velázquez
Leandro Salgado
Alejandro Flores
Ariel Altamirano
José Luis Barcia
97

MAINTENANCE
_
Javier Bruzzoni
Javier Gaona
Orlando Arévalo
Maintenance Supervisor
Carlos Luggren
Maintenance Team Leader
Romina López
(from 12/2015 to 03/2022)
Héctor Pecarrere
Walter Hildebrandt
Joaquín Pascoal Luiz
TOOL SHOP
_
Gonzalo Pasafaro
Jonathan Eckerdt
Leonardo Borda
Alberto Vela
Juan Pablo Pérez
TOOL SHOP
_
Josué Pérez
Jonatan Soler
Jorge Cruz
Tool Shop Team Leader
Leonardo Castro
Tool Shop Chief
Lautaro Esconjauregui
98

INDUSTRIAS GUIDI
ABSENTS
_
QUALITY
Carolina Ruíz Díaz
Sergio Bareira
WELDING
Alan Casadey
(from 11/2018 to 01/2022)
Cristian Scandroglio
Dalma Aranda
Débora Velázquez
Enzo Milano
Esteban Reynoso
Estefanía Castro
(from 03/2016 to 01/2022)
Evelyn Centurión
Guillermo Villareal
Iván Medina
Kevin Riquel
Leonardo Rivero Martinez
(from 03/2020 to 01/2022)
Marcos Tejedor
Mariela Torres
Martín Caro
(from 01/2019 to 02/2022)
Melina Salas
Natalia Guerrero
Pablo Ortíz Barrios
Sebastián Zárate
Verónica Amaro
Yanina Luján
PRESS
Abel Abal
Jonathan Rodríguez
Luisina Torres
Nicolás Diaz
MAINTENANCE
Andrés Rivero
José Giachino
TOOL SHOP
Mario Pérez
99

_
At the beginning of a new
decade the team agrees
on one vision: Fernand
Guidi would be proud, his
entrepreneur spirit and ideas
are still part of IG.