Horacio Ramirez Email and Phone Number

▪ Oversee and direct the daily workflow of 109 injection molding operation (3M molded parts per day), including the following functions/departments: manufacturing, inventory management (ERP system) and MRO, manufacturing engineering, scheduling, shipping, and receiving.▪ Drive Lean practices for efficiency, quality and problem-solving, instilling a culture of continuous improvement.▪ Align business plans with functional objectives, coordinate Lean implementation, and optimize resource… Show more ▪ Oversee and direct the daily workflow of 109 injection molding operation (3M molded parts per day), including the following functions/departments: manufacturing, inventory management (ERP system) and MRO, manufacturing engineering, scheduling, shipping, and receiving.▪ Drive Lean practices for efficiency, quality and problem-solving, instilling a culture of continuous improvement.▪ Align business plans with functional objectives, coordinate Lean implementation, and optimize resource utilization at the same time executing operations ramp up from 345 to 720 molds on time and under budget. Show less

Spearhead quality management for manufacturing operations in McAllen, TX and Monterrey, and Guadalajara Mexico. Initiate Red X Shainin problem-solving program at McAllen, Texas plant. Leverage Red X Shainin methodology across both operations to resolve difficult or chronic issues. Coordinate ISO 9000 activities and maintain certification for both facilities. Reached 200 PPM level goal four years after operations transfer to Mexico and Texas and achieved 5 Sigma quality level for both operations… Show more Spearhead quality management for manufacturing operations in McAllen, TX and Monterrey, and Guadalajara Mexico. Initiate Red X Shainin problem-solving program at McAllen, Texas plant. Leverage Red X Shainin methodology across both operations to resolve difficult or chronic issues. Coordinate ISO 9000 activities and maintain certification for both facilities. Reached 200 PPM level goal four years after operations transfer to Mexico and Texas and achieved 5 Sigma quality level for both operations in 5th year. Show less

Achieved outstanding 5-Sigma quality level for Monterrey location by using Red X Shainin methodology. Led creation and implementation of 6,500+ SOPs, quality alerts, and visual aids. Rewrote and effectively condensed Quality System Manual from 400 pages to 70 pages. Achieved ISO 9000 certification after transferring operations from Indianapolis, IN and Clinton, TN to Mexico. Accomplished Red X Apprentice Certification and positioned six engineers to earn Red X Apprentice and 1 Red X Journeyman… Show more Achieved outstanding 5-Sigma quality level for Monterrey location by using Red X Shainin methodology. Led creation and implementation of 6,500+ SOPs, quality alerts, and visual aids. Rewrote and effectively condensed Quality System Manual from 400 pages to 70 pages. Achieved ISO 9000 certification after transferring operations from Indianapolis, IN and Clinton, TN to Mexico. Accomplished Red X Apprentice Certification and positioned six engineers to earn Red X Apprentice and 1 Red X Journeyman credentials. Controlled 30+ Shainin projects to maintain <500 PPM while capturing $500K+ in scrap cost savings. Reduced PPM for Monterrey plant from 20,000 PPM to 4800 PPM in just over two years. Show less

Steered creation and generation of min/max and reordering points in SAP. Introduced Kanban system to enhance turning, grinding, roller fabrication, and final assembly operations. Pioneered physical inventory for CRB Business Unit including inventory at painting and heat treat suppliers.

Established quality system following operations transfer to Mexico for $120M manufacturing facility. Directed, mentored, and motivated eight production supervisors, five quality engineers, metrology lab supervisor, metallurgy engineer, and five manufacturing engineers. Resourcefully implemented lean methodologies including visual pull systems, 5S, Kanban, and TPM. Increased fabrication of machined components from 14,000 to 21,000 by hiring and training 57 associates to run 24/7 mixed production… Show more Established quality system following operations transfer to Mexico for $120M manufacturing facility. Directed, mentored, and motivated eight production supervisors, five quality engineers, metrology lab supervisor, metallurgy engineer, and five manufacturing engineers. Resourcefully implemented lean methodologies including visual pull systems, 5S, Kanban, and TPM. Increased fabrication of machined components from 14,000 to 21,000 by hiring and training 57 associates to run 24/7 mixed production shifts. Enhanced operator hiring program to minimize learning curve by applying technical preselection tests. Stabilized business after transferring production from Clinton, Tennessee to Monterrey, Mexico. Show less

Enhanced operator training program to minimize learning curve and personnel rotation impact. Introduced TPM for press quench tooling and HT ovens to improve installed capacity by 40%. Redesigned production ordering system to HT suppliers from order for high-mix, low-volume production.

Led 20 employees working 24/7 on fabrication, installation, debugging and PPAP of dollies and transporting carriers for vehicle units, doors, and roofs at Toluca Chrysler Assembly plant. Achieved DC3 / DC5 STPS certification on industrial safety areas such as working confined spaces, heights, fire hazard prevention, welding and forklift safety, and safety supervisor training.

Regulated operations within $75M manufacturing facility and directed full-scope quality management. Converted five processes from batch production to continuous assembly to reduce labor by 25%. Imparted training to prepare staff for migration from batch production processes to one-piece flow.

Optimized manufacturing operations within a $105 million manufacturing facility that produced 8 million various sized envelopes and 500,000+ commercial and custom note pads and notebooks daily; led a team of 600, with 55 semi-automated lines. Met or exceeded financial and operational goals while directly supervising four production managers, a lean manufacturing manager, a quality/engineering manager, and a materials manager. Employed lean methodologies with a focus on Toyota House, 3P, Visual… Show more Optimized manufacturing operations within a $105 million manufacturing facility that produced 8 million various sized envelopes and 500,000+ commercial and custom note pads and notebooks daily; led a team of 600, with 55 semi-automated lines. Met or exceeded financial and operational goals while directly supervising four production managers, a lean manufacturing manager, a quality/engineering manager, and a materials manager. Employed lean methodologies with a focus on Toyota House, 3P, Visual Controls, Visual Pull Systems, 5S, and TPM stabilization; includes participating in or facilitating monthly 5S and Kaizen events. Approached leadership from a hands-on perspective; effectively communicated with team members on all levels of the organization demonstrating a comprehensive understanding of the manufacturing and administrative processes and systems. Stayed abreast of operations by facilitating daily production meetings with team members and key stakeholders from every department to review performance, production, on-time delivery, and other key performance indicators (KPIs); review installed capacity. Maximized resource utilization and manage manpower by conducting business gains and loss meetings. Interacted regularly with union leaders and union team members. Ensured smooth intercompany line transfers by leading all associated activities, with $70+ million in revenue scheduled for transfer to Matamoros over the next 6 months. Achieved a 0.5% variance on $5 million of work-in-process (WIP) and raw materials by successfully implementing robust scrap processing and cycle count programs, validated via a full physical inventory. Delivered a 50% reduction in maintenance and repair (M&R) and supply costs within a 3-month period, aligning all operating expenses with the budget. Saved $750,000 annually by executing a 2-month personnel restructure. Reduced total inventory $1.8 million from July to December 2012. Show less

Contributed to a smooth acquisition process from Teleflex to Kongsberg. Optimized production sequence and scheduling for each machine tonnage group, feeder, and support area by developing and leading the implementation of a database. Maximized productivity, resource utilization, and quality while minimizing costs by implementing lean manufacturing methodologies including Kanban, 5S, SMED, ABC analysis for raw materials, level scheduling, and standardized work. Saved $158,000 in annual labor… Show more Contributed to a smooth acquisition process from Teleflex to Kongsberg. Optimized production sequence and scheduling for each machine tonnage group, feeder, and support area by developing and leading the implementation of a database. Maximized productivity, resource utilization, and quality while minimizing costs by implementing lean manufacturing methodologies including Kanban, 5S, SMED, ABC analysis for raw materials, level scheduling, and standardized work. Saved $158,000 in annual labor reducing headcount 20% by successfully implementing Kanban and connectivity between the cable manufacturing areas and assembly; delivered proof of concept in 6 weeks. Boosted efficiency an average 15% in Willis, Texas and Siofok, Hungary facilities by guiding the implementation of process controls and lean best practices with a focus on material flow. Improved EBIT metrics to 9% from 4% in less than 12 months by conducting a deep dive review and cost analysis of low margin products and defining actions to improve operating profit by product, by product line. Delivered a 15% increase in low margin product profitability by defining and implementing operational process improvements to eliminate over-production, over-shipment, and to improve the quality yield. Enabled $2.5 million in new revenue for 2011, with incremental revenue for the next 5 years by developing a new process and delivering a helical cable manufacturing/production process proof of concept for AYM/Honda; allowed introduction into the Japanese sunroof cable assembly market; led the full lifecycle of this project from conception to production. Absorbed all manufacturing-engineering responsibilities including prototype manufacturing, equipment design, manufacturing, and outsourcing by reorganizing the engineering department. Supported future business growth and enhanced process and design for AYM/Honda products by traveling to China every 2 months to work with the supplier on areas of improvement. Show less

Led 4 engineering superintendents in supporting operational and NPI launch activities in a facility producing cable products for the automotive industry. Significantly improved productivity, efficiency, and quality by leading the implementation of lean manufacturing systems, establishing the footprint for material flow, connectivity and production sequence for Capro de Mexico, which was used as benchmark and model for other Teleflex facilities. Eliminated the need for a $2 million capital… Show more Led 4 engineering superintendents in supporting operational and NPI launch activities in a facility producing cable products for the automotive industry. Significantly improved productivity, efficiency, and quality by leading the implementation of lean manufacturing systems, establishing the footprint for material flow, connectivity and production sequence for Capro de Mexico, which was used as benchmark and model for other Teleflex facilities. Eliminated the need for a $2 million capital equipment investment by completing the NPI process for 10+ million in revenue into the current plant installed capacity on time for customer ramp-up. Turned around a hostile union production environment by establishing an atmosphere of trust and teamwork among union team members; facilitated cooperation and culture change by eliminating the old school perception of supervisors. Contributed to $3 million in new business by providing corporate sales information for 100+ requests for quotations (RFQs) within a 6-month period. Minimized costs while maximizing productivity by directing the monthly headcount calculation and hiring strategy for 2 manufacturing facilities comprised of 1,200 team members and 23 production lines in a 2-shift operational environment. Served as an operations transfer team member for the Kongsberg-Teleflex acquisition, as well as a on the bottom-up model implementation committee. Show less

Built and led a complete engineering department from ground up over a 5-month period to support NPI activity; included 5 engineering supervisors and 30 engineering and technical team members. Directed product engineering activities, NPI, quotation packages for new business, SMT manufacturing, maintenance, document control, process development, technology introduction, and productivity improvements for 140 electronic assemblies, $70 Million in sales, and 900 team members. Delivered $110,000 in… Show more Built and led a complete engineering department from ground up over a 5-month period to support NPI activity; included 5 engineering supervisors and 30 engineering and technical team members. Directed product engineering activities, NPI, quotation packages for new business, SMT manufacturing, maintenance, document control, process development, technology introduction, and productivity improvements for 140 electronic assemblies, $70 Million in sales, and 900 team members. Delivered $110,000 in annual savings with a 3:1 labor reduction by implementing Kaizen and lean manufacturing practices for 4 assembly lines within the first 4 months of tenure. Facilitated best practices company-wide by serving as a plant representative on the Global Engineering Council; ensured transference of best practices to all plants and participated in equipment and new technology evaluation and process documentation. Drove manufacturability design improvements for new and existing designs; ensured accommodation of new business and new equipment, and improved material flow and resource utilization by designing and configuring a comprehensive re-layout of the facility. Show less

Maximized quality, operational, and financial performance within a $41 million bottom up environment with 8 SMT production assembly lines, 15 mechanical assembly lines, 300 electronic assemblies, and a total annual volume of 5 million PCBs annually. Promoted into increased responsibility as a Lean Manufacturing Manager for 3 facilities in Matamoros; included defining, executing, and providing training for lean enterprise activities such as Kaizen; centralized 6 process/technologies… Show more Maximized quality, operational, and financial performance within a $41 million bottom up environment with 8 SMT production assembly lines, 15 mechanical assembly lines, 300 electronic assemblies, and a total annual volume of 5 million PCBs annually. Promoted into increased responsibility as a Lean Manufacturing Manager for 3 facilities in Matamoros; included defining, executing, and providing training for lean enterprise activities such as Kaizen; centralized 6 process/technologies interconnected through Kanban and FIFO systems. Empowered production supervisors to effectively manage 150 team members working on 14 high-speed production assembly lines by developing and coaching the supervisors. Reduced costs $130,000 via SMED training methodology and implementation in 3 operations including SMT, injection molding, and various assembly processes. Minimized operator error during the reel exchange process by leading the design and implementation of a feeder verification system (FVS) to poke-yoke the process. Improved flexibility of production scheduling and programming for SMT equipment and feeder processes via Kanban, build-to buffer, and build-to-order production systems. Show less

Delivered a continuous positive productivity trend from 58% in January 1998 to 100% in December 1998 in Parts & Services. Propelled on-time delivery rating to 97% from 62% over a 13-month period. Minimized equipment downtime to 6% from 25% within 12 months. Reduced scrap $80,000 and EOL rejections 70% by identifying root causes and solutions, and implementing permanent corrective action.Facilitated SPC training and 8D training throughout the organization. Contributed to QS-9000… Show more Delivered a continuous positive productivity trend from 58% in January 1998 to 100% in December 1998 in Parts & Services. Propelled on-time delivery rating to 97% from 62% over a 13-month period. Minimized equipment downtime to 6% from 25% within 12 months. Reduced scrap $80,000 and EOL rejections 70% by identifying root causes and solutions, and implementing permanent corrective action.Facilitated SPC training and 8D training throughout the organization. Contributed to QS-9000 certification by coordinating required procedures. Show less