Guillermo Ramos

**** *********** ***. ****, **. *9523. Tel. 775-***-****. Cell. 619-***-**** - acstjl@r.postjobfree.com

Manufacturing Operations

Plant Management / Operations Management achievements.

Turned company profitable by reducing size of operation and reduced overhead expenses of operation.

Achieved 100% on-time-delivery by coordinating and optimizing production department’s priorities with the sales department priorities, resulting in eliminating back-order of business unit sales orders achieving 100% on time delivery.

Implemented new preventative maintenance software, including identification of key spare parts along with creating spare parts room, resulting in reducing down time leading to increased productivity.

Designed and implemented new product recall processes including re-inspection of defective products reducing business unit scrap percentage and saving the company over $200K in the first 12 months.

Managed complete move of all installations to a new facility, including directing all actions of external contractors, resulting in completing project 2 weeks ahead of target with no interruptions in product availability.

Managed Research & Development department, designed new assembly methodology for speaker side panels resulting in on time delivery for production with first time quality.

Evaluated and developed ISO9002 procedures for new product introduction, working with external consulting firm achieving all compliance procedures and checklists were completed on time for production.

Professional Experience

Sampco of Nevada, Inc. USA. 2008 - Present

Plant Operations Manager.

Plant Operations Manager of a manufacturing facility in Reno, NV.

Turned company profitable by reducing the costs of the operation.

oImproved quality of the products, significantly reducing the “cost of quality” KPI.

oReduced total number of employees. Eliminated the need for a second shift.

oReduced the size of the operation representing 60% savings on the highest cost at that time.

Managed to reduce/eliminate late orders by organizing all inventory of finished goods in order to require less employees and still be able to get all products shipping on time.

Created a new system to generate the production schedule in coordination with the Materials Coordinator and the Production Supervisor to comply with the customer required dates.

Implemented a comprehensive organization and control of the raw material warehouse to reduce the time to supply materials to the production areas, utilizing point-of-use strategy and a visual system.

Have been able to increase the total number of days without a recordable accident and lost time accidents to 1200+ days by directly managing all safety activities in the facility, like monthly safety training presentations, forklift training and evaluations, monthly plant safety audits; making sure all employees follow the company safety policies at all times.

Directly managed and prioritize all maintenance activities, both preventive and corrective, in coordination with production priorities.

Trelleborg Sealing Solutions, Mexico/USA. 2005 - 2007

Production Manager and Human Resources Manager.

Managed a 150-employee business unit, manufacturing over 180 million rubber O-Rings in a year, representing $9.0 million sales per year.

Became the Human Resources Manager along with Production Manager, four months after being hired.

Achieved 100% of “On Time Delivery” KPI, in the first 10 months, and able to maintain it above the 95% company goal for several months after that.

Manage the Human Resource department, offering all HR services to the entire company employee base of up to 450 employees.

Created and established Human Resources policies and modified the Internal Rules and Regulations document, always in accordance with the Federal Labor Law of Mexico.

Polkaudio Inc. Mexico / USA. 1995 - 2005

Plant Manager. 2001 - 2005.

Directly responsible for all aspects of a 300 employee world class manufacturing facility of high fidelity loudspeakers, with annual sales of $80 million.

Maintained the manufacturing areas with a 95% efficiency or more in 10 assembly lines.

Achieved the company goal of 98.5% of quality acceptance in products.

Supervised the production planning department, the materials department, the import-export department and human resources department, with significant participation on the safety department.

Actively participated in budget preparation meetings with VP of Manufacturing and also made responsible to keep expenses within budget.

Supervised all aspects of Human Resources like payroll, company benefits, policies and procedures, transportation, food service and more for 300 employees.

Product Engineering Manager. 1995 - 2001.

Managed the New Product Introduction process in the Tijuana, Mexico facility.

Appointed Contact Person between company’s headquarters in Baltimore MD, and the manufacturing facility in Tijuana, Mexico.

Worked with manufacturing and industrial engineers, to provide feedback to the design teams to resolve potential manufacturability problems.

Fully in charge of Engineering Change Orders (ECO s) in the facility. Implementing changes from supplier changes to cost-reductions changes to the product manufacturing.

Worked closely with the industrial engineering area to create and review Bills of Materials (BOM s).

Optica SOLA de Mexico. 1994 - 1995

Process and Maintenance Engineer.

Achieved the reduction of down time in the injection molding area from 25% to 5% in 6 months. Able to maintain it under 5% for extended periods of time.

Supervised a maintenance crew of 12 technicians covering the 24 hour production shifts.

Education

Masters in Business Administration.

BS in Electromechanical Engineering.

Seminar in Design for Manufacturability.

Seminar in Re-engineering the Maintenance Function.

ISO9000 implementation.

Green Belt Certification, Six Sigma

100% fluent in English and Spanish.

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