Operations Manager Commercial Refrigeration

*** ******* **, *** **

El Paso, Tx *****

Phone 915-***-****

E-mail ad0f1j@r.postjobfree.com

ad0f1j@r.postjobfree.com

Ricardo Rodríguez

SUMMARY:

• Engineering degree with more than 33 years in the manufacturing industry. Extensive experience in the quality, engineering, maintenance, and operations fields.

• Over than 23 years in a management position with up to 3 plants administration

(900 employees, three shifts).

• Extensive experience on Quality Systems Certification on ISO9001, Lean Manufacturing principles, Six-Sigma tools, 5’s implementation, problem solving technics

• Knowledge of stamping metal processes. Electrical products, HVAC, commercial refrigeration, electronic process, aluminum molding injection and automotive manufacturing process.

EDUCATION:

B.S. Industrial and Systems Engineering

Universidad Autónoma de Cd. Juárez 1989

Master’s degree in business administration and Finance ITESM (Tecnológico de Monterrey) 2006

EXPERIENCE:

2000 to HUBBELL INC.

2022 Sr. Operations Manager 2014-present

Business Unit Manager 2007-2014

• Leading a project of several product lines transference from sister plants located in USA, project has been implemented with success and on time per scheduled by corporate.

• In charge of several departments such as Quality department, Product Engineering department, KPO (kaizen promotion office), Manufacturing, Maintenance, and tool room departments.

• 2006 to date Manufacturing – Responsible of the manufacturing department of one of the product brands (steel boxes for electrical installation) with 32 production cells with a production volume of 1,400,000 pcs per month and 160 employees, two production supervisors and three group leaders, two manufacturing engineers. Develop of production capacity plan. Responsible of managing daily operations including production scheduling, product distribution to our DC’s and maintenance department support. Coordinate employee training, a training matrix is used to track operators training and capabilities. Lean project sustainment. Operations assessment (Gemba walks) to evaluate equipment safety conditions and PPE to the employees. Each operator fills a check list to evaluate safety conditions of the equipment. Interpersonal conflict management along with the HR department.

• Control of business expenses per monthly budget. Continuous improvement projects coordinator for cost reduction and optimization of production cells performance.

• Takt Time is the main indicator to meet customer demand and to determine the amount of direct labor. Main achievement past due orders eliminated by completing 100% monthly production plan schedule, no negatives orders at our DC’s.

• New products transference from sister plants.

• Project leader of two automated lines transferred. One of the lines is dedicated to produce one of the SKU’s with a high volume of sales in the company which is distributed to DC’s located in the west and northeast regions from USA.

• Maintenance Department - Coordinator of the maintenance department activities. Main equipment is stamping presses from 40 tons up to 200 tons. Coordinator of the preventive maintenance system. Responsible of the tool room activities were the repair and maintain of the stamping dies is performed. Main achievement implementation of preventive maintenance system, up time improvement in about 15%, set up’s improvement by implementing SMED. This department has one engineer and seventeen technicians.

Product Engineering

• Coordinator of product ECN’s implementation, master drawings control, engineering drawings update request through ECR, SAP data base maintenance

(item master, bom’s, routings, etc.). New product release and engineering samples approval. Support to manufacturing department on issues related to product engineering.

• UL and CSA file control, UL/CSA inspector audits assistance. Achievement: Implantation of internal ECR system (engineering change request) along with ECN implementation.

KPO

• Kaizen events coordinator for continuous improvement to implement lean processes and 5’s program. Headcount reduced 25% approx., floor space reduction of 30% approx. Manufacturing process changed from batch production to a continuous flow (one-piece flow) by creating dedicated manufacturing cells per product family. Lead-time productions orders reduced from 1.5 weeks to 1 day.

• Current projects for improvement are created and followed by KPO office. Production supervisors trained and focused on MDI (management for daily improvement); main objective is to reduce Muda activities and to focus on the activities directly related to production output. QCDS board metrics are used track daily production goals by cell, scrap, down time and safety, these metrics are used to detect opportunities for improvement at the manufacturing cells. Worked with TBM (lead consultant for lean manufacturing implementation). One KPO engineer under my supervision.

Quality Assurance Department

• Responsible for the plant’s quality system. Plant is certified under ISO-9001:2015 Internal audits coordinator. Implementation of process quality plans for all products. FMEA (Failure Mode Effect Analysis) implementation. Responsible for customer complaints and corrective actions documentation. Implementation of the gage calibration system and calibration laboratory in house. Development of quality improvement teams to evaluate production process for opportunities of improvement, scrap cost analysis and implementation of corrective actions. Main achievements improved outgoing quality level from 1250 dppm’s avg. to 250 dppm’s (monthly). SPC implementation on key product operations.

• Customer complaints were reduced in about 85%. Supplier quality level improvement at receiving inspection, rejects were reduced from $120,000.00 to

$20,000.00 dlls per month.

• Other: Support to the company on new companies’ acquisition by visiting and audit operations from facilities located in Mexico 1998 to FEDERAL MOGUL

2000 Quality Supplier Engineer

• Coordinator of incoming inspection activities.

• Development of calibration laboratory and implementation of the gage calibration system.

• Special recognition received by the Plant Mgr. and DNV (QS9000 third party certifier) due to the calibration system implementation.

• Coordinate and control of supplier rejects and corrective actions implementation,

• supplier evaluation and on-site supplier audit.

• Supplier rejections reduced 25% approx..

• Supplier PPAP’s and quality control plan approvals.

• QS-9000 internal auditor.

• Plant was certified on QS9000 (currently IATF16949:2016) 1995 to GENERAL ELECTRIC

1998 Black Belt (1996 to 1998)

• Responsible to deploy the Six-sigma philosophy in the plant.

• Green belts and golden belts support.

• Lead cost reduction projects ($95k approx.) MAIC methodology was applied using tools such as Gage R&R, spc, pareto, fishbone diagram, analysis of variance, cpk, DOE.

• Scrap and production yields were the main indicators to detect opportunities for improvement. Production support.

Product Engineer (1995 to 1996)

• Main responsibilities: production support as product engineer for all products manufactured in this plant.

• Engineering support to product pilot runs, product line transference from sister plants in USA. Customer samples construction as per their requirements.

• ECN and engineering drawing control to maintain the latest revision on the engineering master file. UL test lab transference and implementation.

• Coordinator of product test per UL standards.

1992 to JOHNSON CONTROLS INC.

1995 Product Maintenance Design Engineer (1993 to 1995)

• Issue of ECR’s and ECN approval. Customer samples construction per their requirements.

• Engineering drawings, model spec’s, product routings and BOM system maintenance. Product lines transference from sister plants in USA.

• Production support and cost reductions projects. Perform product capability analysis to improve product performance.

• Winer of a sale contract of $200,000 per year by having a faster response on a new sample development (temperature control) required by the customer; sample exceeds the functions of competitor’s sample, recognition received by corporate and plant manager.

Quality Assurance Engineer (1992 to 1993)

• Production support to reduce production problems, scrap analysis, product quality planning, failure mode analysis, customer complaints analysis and documentation, ISO –9001 trainer

1988 to WHITE RODGERS (EMERSON ELECTRIC)

1992 Quality Assurance Engineer (1990 to 1992)

• Production support, scrap analysis, product quality planning, failure mode analysis, customer complaints analysis, product capability analysis, product lines transfer, SPC implementation.

Industrial Engineer (1988 to 1990)

• Main responsibilities: Time studies, line balancing, work instructions, design of workstations, development of production line layouts, operators training, fixture design, engineering support to manufacturing operations and pilot runs. COURSES:

• Six sigma black belt, Lean manufacturing, DFT, ISO9000: 2015, Internal auditor, 5’s, 8d’s, equipment and gage calibration system. SPC. FMEA, PPAP, APQP, Quality plan development, Corrective and Preventive Actions, MDI, 10 hrs OSHA training, Stamping tools design.

LANGUAGES:

• Bilingual: Spanish (mother tongue). English 90%

COMMUNITY:

• Member of the ASQ 1429 section. Member of the Juarez Quality Association. Involved in the ASQ activities by deploying quality culture in the Juarez community. Founder member of ASQ 1429 Juarez section. REFERENCES: Available Upon Request

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