Luis Gerardo Coronado Ramírez

Real de Andalucia *83 Los Reales

Saltillo, Coahuila Mexico

Married – 2 Daugthers

Mobile:8441957515-8441009536 – Email: aczg25@r.postjobfree.com

SUMMARY OF QUALIFICATIONS:

More than 20 years of experience in manufacturing industry, last 10 years as Plant Manager, Business Unit Manager, Operational Excellence Director, Quality Manager, and Lean Six Sigma Deployment Champion with experience in plants start up, Operations Business Management, Lean Six Sigma Enterprise Deployments, Quality Systems and TPS implementation in different type of industries, Assembly Operations management, Team Worker and change agent for continuous improvement processes. International experience in South America and North America.

PROFESSIONAL EXPERIENCE

Wire Mesh Corp Actual

The Woodlands TX. USA

Operations Director

Safety and environmental Strategy execution.

Responsible for 6 Plants Manufacturing Wire – Mesh in USA

Operational Goals definition and execution

Improve OEE performance in all the factories

Comply with Norm quality requirements

Yearly Operations Budget definition and administration

Launch a new plant in South Carolina from green field.

Strategic Projects Implementation.

Global P&L Administration

New products introduction strategy

Comply and deploy HR Policies in all the factories.

Ferrara Candy Company 04 / 2014 – 11/2014

Linares and Reynosa Plants 2000 employees.

Lean Manager - Mexican Plants

•Reporting to Corporate (Global CI Director in USA)

•Responsible for LEAN Implementation Strategy in Mexico Plants.

•Deployment and implementation responsibility to increase the volume capacity in each plant through:

oOEE Improvement for all production lines.

oScrap Reduction in all processes

oSMED

oOverfill Rate improvement.

oTPM

oValue Stream Map

oA3 Boards in Shop floor

•Coordinate implementation with plant managers in Linares and Reynosa.

•Achieve corporate scorecard goals.

•Lean Training Deployment.

•Weekly follow up meetings.

SONOCO PPD SALTILLO PLANT 06 / 2011 – 02 / 2014

Protective Packaging Division, 250 Employees.

Plant Manager

•3 shifts Operation with full control of P&L.

•12 M USD Annual Sales.

•Just in time deliveries for appliance customers LG, Whirlpool, Mabe (every 2 hours synchronized).

•Financial Results (EBIT) goal obtained during 2 years.

•DOH Inventory Reduction from 30 to 10 days.

•Lean Productivity Projects Strategy Implemented, reduction in Headcount in 50%, savings for 250 K USD.

•Zero lost time Accidents.

•New projects introduction successfully in scheduled time and cost.

•Quality Claims credit reduction by 35% in last year.

•Turnover reduction from 11 % to 6 %.

•Absenteeism reduction by 50%.

•Customer order fulfillment in 99.5%.

•Customer line stops reduction from 20 events to 1 in the year.

•Autonomous Maintenance implemented.

•Machine uptime improved from 35% to 75%.

•Scrap Reduction from 10% to 4%.

•Overtime metric improved by 60%.

INGERSOLL RAND (TRANE Sistemas Integrales) 05 2010 – 06 2011 Compressors manufacturing, two plants, 1200 employees.

Business Unit and LSS Manager

•XM Business Unit Management.

•3 shifts Operation with leaders and production supervisors, quality and process engineers and maintenance staff. 80 hourly union employees.

•Improve production output from 230 units to 600 units per day.

•Line Space improvement of 40% through standard work, takt time and operation combination.

•Quality Process ppms improvement with customers.

•Launched the Lean Six Sigma Strategy in the company.

•LSS Projects, Cadet Teams (Shop floor Teams) OPEX Strategy, LEAN Kaizen Implementation (Nemawashi meetings)

•Lead the Meetings for projects follow up.

•Trained the Champions in LEAN basics and Kaizen from all departments and plants.

•Selected and trained the BB and GB from three plants.

•Coached all the champions and BB/GB.

•7.4 Millions USD forecasted for 2011 in benefits including, direct and indirect material savings, Spoilage reduction, etc.

•Kaizen events implemented with reduction on waste and increasing flow, reduction in wip and operations, Standard work implemented in all areas, 5S, Value Stream Mapping and A3 template implementation in shop floor.

ALCAN COMPOSITES Plantabal Guayaquil, Ecuador 02/2009- 12/2009

Balsa wood for Industrial Composites, Three Plants, 1300 employees.

Operational Excellence Director

Leading the Quality Assurance Management area. (1 Manager, 4 coordinators, 15 supervisors)

Responsible of the Quality System according to the ISO 9001:2000 Norm (Integrated system)

Customer Quality claims Administration.

Responsible of Quality process control (Visual Control in shop floor, Control Plans, process audits)

Develop and implementation of lean initiatives.

Champion of the 5S process implementation

Responsible of the Lean Six Sigma Strategy deployment.

Leading a Continuous Improvement team (2 Black Belts and 13 Green Belts).

Value stream analysis Implementation in manufacturing plants.

Responsible for the Continuous Improvement Projects Implementation, control and results.

Lead the Maintenance Area Administration. (1 Maintenance Chief, 4 Coordinators)

Coordinate the Preventive Maintenance Plans for three plants and Service Center.

GIS – Cinsa S.A.de C.V. Saltillo, Coahuila 6/2006 – 12/2008

Enamel-on-steel, porcenalized-on-steel, and melamine kitchen- and tableware products. (Three plants, one for ceramic plates and two for aluminum and steel), 2200 employees.

Quality and Continuous Improvement Manager

Implemented Quality System in three plants, two of sheet metal, cutting, progressive stamping, welding, cleaning and enamel process and one factory of ceramic.

Developed the Operational enterprise system, from the evaluation through CI projects and action plans by area.

Responsible of total Quality department. (1 superintendent, 3 facilitators and 65 QC auditors)

Implemented a new raw material inspection process and a supplier evaluation program.

Developed the acceptation defect criteria manual from the customer perspective.

Responsible of the customer complains system.

Implemented PFMEA and Control plans for the critical operations in processes.

Launched the Lean Six Sigma Strategy in the company.

Trained all the executive council as LSS Champions.

Selected 7 black belts and 56 green belts.

Lead Quality and CI Council (Executive Committee).

Coordinated the BB and GB training process.

34 CI Projects implemented with 1.6 Million USD benefits.

Reduced Scrap by 50% from last year.

Improved the new product development process.

Reduced material consumption.(metal sheet, enamel, packing material).

Improved the materials outsourcing process from 25 % to 95% in time and quantity.

Reduced the customer complains by 30% from last year.

Improved the customer service from 75% to 98% for Wal-Mart and Soriana.

ALCAN Cepillos de Matamoros 6/2004 - 6/2006

Cosmetics Packaging/Containers Manufacturing, three plants (Tennessee, Mexico City, Matamoros) 2000 employees.

Continuous Improvement Director

Launched the Lean Six Sigma Strategy in the company.

Lead the CI Council for projects follow up.

Trained the CI Champions from all departments and plants.

Selected and trained the 6 BB and 31 GB from three plants.

Coached all the champions and BB/GB.

Reduced Scrap % in UV lacquer line from 8.5 to 0.9 % – $240 K USD

Improved internal quality from 89% to 93% overall quality yield.

Increase efficiency in Blow molding area from 74% to 85% - $290K USD

Set up time reduction in paint cabin 3, from 4 hrs to 45 min. – $153 K USD.

Implemented the ZAP & GAP Process (Work Teams)

Improved material flow in shop floor through kanban process (from 8 to 4 hours)

John Deere 3/1997 – 5/2004

Diesel Engine and Axles Manufacturing (1000 employees)

Master Black Belt

Monitored and facilitated process improvement teams through the process improvement methodology DMAIC from project charter through the implementation of results.

Lead the EQC Executive Quality Council to establish unit goals and metrics and Strategic Plan.

Assisted in coordinating Unit self-assessments, such as Malcolm Baldrige.

Deployed the strategic plan.

Developed, trained and coaching BB and GB.

Promoted the best practice sharing process through the division.

Reduced tool consumption in the machining crankshaft area from 15 to 3 tools per day.

Increased volume in the block line from 65% to 78%.

Main Assembly Line General Supervisor

Lead 60 production technicians and supervisors in the diesel engine main assembly line.

Achieved 100% of production goals during 8 months.

Launched and coordinated new product introduction in the assembly line.

Led Maintenance and calibration tools team for all the plant.

Training Supervisor

Participate as lead internal auditor for ISO9000 external audits.

ISO 9000 internal auditor

Instructor for STOP program.

Developed training plans for the plant start up.

Coordinated the annual training plan.

General Motors de México Complejo Ramos Arizpe 6/ 1990 - 2/1997

Engine and Automobile Assembly plant, 6,400 employees.

Training Manager

4 Salary employees, 5 contract instructors and 2 wage employees integrate the Training Center team.

Responsible for the Training Needs detection process administration.

Design and implement the Annual training plan for plants.

Responsible of the Training Center Budget administration.

In charge of the Training legal requirements administration and control.

ISO-9000 and QS-9000 Procedures design and implementation.

Lead the Agreements with schools and universities (Link Project, Conalep)

Internal English Program administration.

Coordinate the Basic education program administration.

Participation in several implementation processes as: Synchronous manufacturing, T.P.M., Planned Maintenance, Safety (Stop program) ISO9000, etc.

General Coordinator for the corporate training team integration.

Corporate GMM Training Plans design and implementation.

Training Procedures development and implementation participation in the Committee for all the GMM plants.

EDUCATION

MBA Business Administration, 1992 Universidad Autonoma del Noreste

Black Belt, 1998 John Deere

BS Industrial Engineering 1988 Instituto Tecnologico de la Laguna

LANGUAGE

English 100% (Business)

ADDITIONAL TRAINING

LSS Deployment Champion

STOP Training

TPM

VSM Value Stream Mapping

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