Manufacturing Quality Control
Resume:
RAMIRO GONZALEZ
Monroe, WA
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OBJECTIVE: A direct position where I can utilize my past experiences to help further the growth and/or
profitability of a corporation or company. I am available to relocate to any location in the U.S. and Mexico.
EDUCATION:
B.S. Mechanical Engineering, May 1989
Completed MBA, June 1992
University of California at Los Angeles (U.C.L.A.)
Graduated Magna Cum Laude with a GPA of 3.6 on a 4.0 scale
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I am completely bi lingual in Spanish, speaking, writing, reading, and translating.
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Training: Sanage Plant Aichi, Japan, April August 1996
I spent five months training at the Toyota Sanage Plant in Japan Learning the concepts of TPS
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(Toyota Production System), Lean, Kaizen, JIT, Kanban, TPS, Poka Yoke, Jidoka, and other
processes and procedures.
Kaizen/Lean Consultant August 2012 to Present
Currently I have been teaching Kaizen/Lean processes and procedures to various local
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manufacturing companies. I teach the philosophies, implementations, and applications of Kaizen
and Lean methods to help improve manufacturing and production procedures. This creates an
environment that eliminates waste, processes are improved in proficient manner, and employees are
better utilized in various departments.
I have worked in both the U.S. as well as Mexico in doing Kaizens for various manufacturing
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companies. I spent four years in Mexico in the state of Sonora as well as the state of Baja,
California and I have worked to help improve production, eliminate waste, improve quality,
improve processes and procedures, doing complete floor layouts, VSM, cost analysis and
improvements, and helped the overall production for all departments which include engineering,
manufacturing, shipping and receiving, production planning, quality control.
I have worked with several Aerospace companies who are looking to reduce costs in scrap,
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elimination of waste, increasing production, elimination of massive amounts of overtime, creating
an environment of good product practices. This was completed by problem definition,
documentation of current situation, visualization of ideal situation, defining measurement targets,
brainstorming, developing Kaizen plan, implementation, recording and comparing results to targets,
preparation of summary documents and creating short term action plan as well as an on going
standards and sustaining of action items.
In working with one Aerospace company in particular, the typical time from when materials were
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received until released to manufacturing was 6 7 days. The goal, with the group consisting of three
QA people, two managers and three hourly employees, was to reduce it to 2 3 days. We identified
numerous changes and within my time spent there, 70% of incoming material was out of inspection
in less than three days. The results were quicker turn around on materials to the floor, employees
being promoted to higher paying jobs due to less man hours required for materials department; and
production increased due to improvements in demand and deliveries.
I developed a plan with another Aerospace company where we used Lean tactics and tools to move
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from a stationary final assembly line to a pulse moving line. The program realized major reductions
in build hours and significant increases in build rates.
PROFESSIONAL EXPERIENCE:
Production Manager August 2011 to July 2012
Pathway Medical Technologies
Kirkland, WA
Responsible for supervision, leading, coordinating of (28) employees in the production and
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manufacturing of Medical Device products.
Planned, controlled, and directed manufacturing operations –e.g. improve process and parts
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flow, minimized inventory, improved quality and others.
Created, improved, and /or developed manufacturing standards operating procedures as
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well as manufacturing engineering documentation procedures.
Planned and administered procedures and budgets, both operational and capital. Selected
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and developed personnel to ensure the efficient operation of the production function.
Identified and executed continuous improvement opportunities. Manufactured product for
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medical clinics, physicians, hospitals clinical trials, experimental trials as well as final
saleable product.
Initiated programs to maintain compliance of all required cGMP records including Device
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History Records, Non Conforming Material Reports, Waivers, RMA Investigations and
Training Records. Also initiated/drives Demand Flow Technology and other manufacturing
lean improvement initiatives.
Planned and implemented facility changes to accommodate production needs while
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working with manufacturing engineering in establishing or modifying assembly and test
techniques, manufacturing instructions, fixture design, and shop floor layouts.
Established and maintained standards labor reporting and standardized manufacturing
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processes to improve volume, ensure uniform output and improve quality while directly
managing a staff of hourly and salaried employees.
Directly managed employees in multiple work centers. Actively worked with cross
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functional teams to resolve issues, maintain production schedules and complete projects.
Responsibilities included interviewing, hiring and training employees; planning, assigning
and directing work; appraising performance, rewarding and disciplining employees;
addressing complaints and resolving problems; maintaining adherence to FDA/QSR/ISO
and AMO company requirements
Kaizen/Lean Consultant February 2008 to July 2011
I taught Kaizen/Lean processes and procedures to various local manufacturing companies. I teach
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the philosophies, implementations, and applications of Kaizen and Lean methods to help improve
manufacturing and production procedures. This creates an environment that eliminates waste,
processes are improved in proficient manner, and employees are better utilized in various
departments.
I have worked in both the U.S. as well as Mexico in doing Kaizens for various manufacturing
•
companies. I spent four years in Mexico in the state of Sonora as well as the state of Baja,
California and I have worked to help improve production, eliminate waste, improve quality,
improve processes and procedures, doing complete floor layouts, VSM, cost analysis and
improvements, and helped the overall production for all departments which include engineering,
manufacturing, shipping and receiving, production planning, quality control.
Production/Manufacturing Manager
Trade Products Incorporated May 2006 to Dec 2007
Lynnwood, WA
Responsible for supervision, leading, coordinating of (40 90) employees assigned to my section/s
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of the building, production, and manufacturing of Bingo products and printing paper.
Was hired on an 18 month contract to increase production, eliminate waste, develop a QC
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department, create an inventory system to track all incoming and outgoing product through data
base computer and to hold all employees accountable responsible for all inventory and receiving
products coming in through shipping and receiving. All goals were accomplished in 16 months and
the final two months I spent ironing out all data base computer problems.
Developed a specific plan to oversee the current manufacturing process and increase productivity
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by 80 %. This was accomplished by changing the one cell system that they had been running over
the years to a two tier cell system that I created. This almost doubled their production and
eliminated unnecessary waste; costs and most overtime yet did not increase our current employee
requirement.
Keep stock control systems up to date and planning future capacity requirements by producing
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regular reports and statistics on a daily, weekly and monthly basis.
Promoted JIT and Lean Processes and Procedures so that production schedules were not only met
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but exceeded schedule requirements per customer requests.
Manufacturing/Director of Operations Aug 1999 to Dec. 2005
The Boeing Company Everett and Renton, WA
Responsible for supervision, leading, coordinating of (1200) employees assigned to my section/s of
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the building, production, and manufacturing of commercial aircraft. Departments responsible for
were Manufacturing, Production Planning, Shipping/Receiving, Facilities Management, Supply
Chain, Quality Control, Budget and Profit/loss Responsibility.
Was directly responsible to correct the following within a twelve month period: Increase quality,
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correct OTD (On Time Delivery), reduce Waste and Scrap, correct Safety issues and correct
Attendance problems.
Directly reduced direct manufacturing costs, including but not limited to direct and indirect labor,
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and product materials, by improving workflow, reducing waste, reducing "bottlenecks", improving
material utilization, improving internal project due dates to assure the meeting of customer due
dates, and improving the efficiency and effectiveness of the costs and results of production in the
Engineering, Purchasing, Prefabrication, and Production Divisions of the Company.
Improved the Company’s customer due date results, reduced aggregate inventories (including
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inventories of materials, work in progress, and finished goods) by meeting or exceeding inventory
turn day goals; reduced errors in part production, establish part uniformity; and improve the quality
of finished goods. The primary goals were to reduce cycle times for inventories and still meet the
customer due dates.
Directed, coached, and counseled Manufacturing Group, the Section Leaders, and the individual
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employees to focus efforts, to plan and clarify direction, and to meet or exceed specific target and
stretch goals; for establishing specific target, stretch, and other performance indicators for such
persons; and perform such other critical analysis as may be necessary to meet the Input and Output
goals, above.
I set the daily, weekly, and monthly production schedules for all product areas of the Company,
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which schedule to be established through input from all managers. I worked with all sectors of the
Production Group to meet or beat the respective internal or external due dates. I chaired all daily
Production Group meetings and/or assigned a Director as chairperson, if I was not available. I set
all agendas, priorities, specific and collective assignments and established appropriate standards
for accountability, and if necessary, took specific steps to enforce that accountability related to all
employees under the my direction and control.
Review reports for production, operations, and directed the final evolvements of expenditures for
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all of our operation costs, repair & overhaul and maintenance problems to ensure costs were kept at
a minimum for the prevention of production, manufacturing and operational delays.
Skilled in deploying lean manufacturing tools such as KanBan, Standard work, SMED, Value
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Stream, etc.
Promoted JIT and Lean Processes and procedures so that production schedules were not only met
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but e exceeded schedule requirements per customer requests.
Certified in ISO 9001:2000 specification and requirements for a quality management system so that
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organization needs be met to consistently provide product that meets customer and applicable
regulatory requirements and aims.
Production/Manufacturing Manager
McDonnell/Douglas Aircraft May 1980 to August 1999
Long Beach, CA
Responsible for supervision, leading, coordinating of (150) employees assigned to my section/s of
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the building, production, and manufacturing of commercial aircraft.
Created, developed, and implemented a plan that entailed a complete cost analysis over a two year
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period. This plan was implemented after my report was developed and in the first year alone saved
the company 33 % in man hours and saved the company 125 thousand dollars in the first year
alone.
Responsible for multiple plant sites including our vendor supplier site in Guaymas, Sonora, Mexico
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where I would visit periodically to ensure any and or all problems were corrected so that product
we received from this site would meet or exceed our on time delivery schedule for all our
customers.
Implemented an automated plan that eliminated all paper production plans. This involved the
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implementation of work orders into an automated system that eliminated hand written orders and
transferred them to an automation system. This increased production work order release into
manufacturing and decreased the amount of time engineering required for QA buyoff.
Promoted JIT and Lean Processes and Procedures so that production schedules were not only met
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but exceeded schedule requirements per customer requests.
Requisitioned materials, supplies, equipment parts, and/or repair services, interpreted
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specifications, blueprints, job orders and company policies and procedures for employees.
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