Manager Management

Richard J. Gonzalez

**** ******** ******, ***********, ** 37421 (H) 423-***-**** (M) 704-724-

**** abh9r3@r.postjobfree.com

Process Improvement Expertise / Operations Management

Project Management Business Process Reengineering Performance

Improvement

Lean Six Sigma Black Belt-certified operations leader with strong track

record of accomplishment in manufacturing and retail environments. Deep

knowledge of operations practices and methodologies. Known for highly

analytical thought process and attention to detail. Strong communicator

able to promote new ideas to colleagues and senior management. Additional

strengths include:

( Quality Control & Assurance ( Budget Planning & Management (

Strategic Planning

( Team Leadership & Development ( Financial Planning &

Analysis ( Policy Development

( Project & Program Management ( Cost Control and

Reduction ( Special Projects Oversight

Career Highlights

. Developed proprietary business process improvement (BPI) project

management methodology that installed consistent project management,

analysis, and problem solving approaches across Lowe's.

. Proposed and implemented end-to-end capital project approval process,

including annual strategic planning calendar and standardized

portfolio management processes for all proposed projects.

. Led financial analysis for Chrysler Corporation that resulted in

annual savings of over $40 million by expanding the capacity of a new

domestic manufacturing facility and closing overseas assembly

operations for a particular vehicle line.

. Conducted benchmark study of all of Chrysler's vehicle assembly

plants, comparing each facility's process costs on over 100 operating

metrics.

. Developed an operational scorecard to helped Boeing's plant management

focus on critical performance metrics, allowing faster analysis and

identification of problems.

. Created an activity-based costing system for Springs Industries that

provided first-ever insights into the profitability of individual

brands.

Professional Experience

LOWE'S COMPANIES, INC., Mooresville, NC

Director, Business Process Improvement (2002-2010)

Launched business process improvement department, including business case

definition, budget preparation, and operating model development. Wrote job

descriptions for new employees; hired and managed 10 new positions,

including the first-ever positions at Lowe's to require Six Sigma Black

Belt certification. Managed Enterprise Program Management Office (EPMO) to

oversee the progress of 11 initiatives critical to Lowe's success. Created

tools, templates, and procedures used to manage the initiatives and report

status to the executives.

. Initiated collaborative relationship with IT PMO to integrate their

status reporting into EPMO reports.

Director, Financial Planning & Analysis (2001-2002)

Consolidated company-wide annual operating budgets, provided weekly

performance reporting for executive staff, and prepared quarterly sales and

margin forecasts for the CFO. Managed team of eight staff.

. Partnered with real estate team to forecast growth potential given

existing constraints of real estate expansion; project facilitated

growth by convincing executives to remove all restrictions on new

markets.

SPRINGS INDUSTRIES, INC, Fort Mill, SC

Director, Financial Analysis - Operations (1999-2000)

Provided financial support for manufacturing function of textile

manufacturer. Analyzed each operating facility's financial performance and

highlighted areas for improvement. Hired and managed staff, including two

managers and four analysts.

Richard J. Gonzalez - Page Two

KPMG LLP (now BEARING POINT), Charlotte, NC

Manager (1998-1999); Senior Consultant (1996-1998)

Managed teams of consultants and associates in World-Class Finance

practice, which targeted CFOs and sold services aimed at providing critical

financial insights. Created Activity-Based Cost (ABC) models that allowed

clients to determine actual costs of processes and products. Developed

balanced business scorecards that combined non-financial operating metrics

with traditional measures to help management uncover issues. Identified

potential projects, drafted and presented proposals to potential clients.

UNITED STATES PEACE CORPS, Saratov, Russia

Volunteer, Small Business Development Program (1992-1993)

ROPER CORPORATION (GE subsidiary), Lafayette, GA

Continuous Improvement Program Leader (1993-1994); Manager, Accounting

Operations (1991-1992); Quality Engineer, Quality Systems (1988-1990)

Created quality standards and inspection procedures for a one million sq.

ft. manufacturing site that produced electric and gas kitchen ranges. Led

teams to resolve manufacturing issues, improve quality, and reduce costs.

. Created visual standards that defined minimal acceptable quality levels

for appearance of the finished product. Trained quality inspectors and

auditors in the proper application of standards.

. Led implementation of "End of Line Audit" quality assessment system that

alerted workers to production problems. System caused dramatic reduction

in defects and eliminated the practice of running the line while

producing a sub-standard product.

. Represented the quality assurance function on a three-month pilot

project led by GE corporate business development staff, to identify and

resolve capacity bottlenecks in fabrication and finishing operations.

. Created a fully burdened cost model to identify and discontinue low-

volume, unprofitable product lines.

ITT-AUTOMOTIVE, Williamston, MI

Plant Quality Manager (1987-1988)

Oversaw six employees who performed quality reviews on incoming materials,

in-process work, final inspection, and lifecycle testing for a plant that

produced components and sub-assemblies used by Ford, GM, and Chrysler.

Oversaw plant's statistical process control (SPC) program; monitored

inspection data and alerted maintenance staff of process instability.

Worked with engineers and plant manager to identify appropriate corrective

action.

. Represented the facility during automakers' quality audits; maintained

"certified" supplier status.

. Developed and delivered "Root Cause Identification and Problem Solving"

training to hourly staff.

GENERAL MOTORS CORPORATION, Pontiac, MI

GMI Co-op Student, Pontiac Division (1981-1986)

Supervised production for machining and assembly operations, conducted

industrial engineering studies, and worked with manufacturing engineering

to set up new production lines.

. Awarded $20,000 for process improvement suggestion (largest award ever

given to a co-op student).

Education

THE UNIVERSITY OF NORTH CAROLINA, Chapel Hill, NC

Master of Business Administration; Dean's Scholar; Completed extensive

coursework in Operations Management.

GENERAL MOTORS INSTITUTE, Flint, MI

Bachelor of Industrial Administration, Dual Concentration: Manufacturing

Management & Personnel Administration

Certifications

Lean Six Sigma Black Belt; Process Management Certificate Program, UNC

Charlotte; Certified Quality Engineer (CQE), American Society for Quality

(not current).

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