Luis Gonzalez Email & Phone Number

New Berlin, Wi, Us

New Berlin, Wi, Us

Milwaukee, Wisconsin, United States

Milwaukee, Wisconsin

Kansas

Members culture improvement though the implementation of the MDI (Managing daily improvements) process.Productivity Pipeline management, both Capital and Efficiency projects for over $1M dollars.Kaizen events, 5S Workshops, Power Teams and other Improvement activities focused on improving processes and providing savings; as well as educating the employees.Simplification of daily & monthly scheduling reports with a more user friendly scope.

Torreón Y Alrededores, México

Coach for different Improvement Projects following the DMAIC methodology in the assembly, machining & materials departments.Manage the CI Process, as part of the John Deere Quality and Production System, for the factory.Coordinate the CI Teams to develop projects in regards to Safety, Quality, Delivery and Efficiency(Productivity). Evaluate the CI Teams metrics performance against the Scorecards defined and provide recognition based on the Recognition Plan approved by the… Show more Coach for different Improvement Projects following the DMAIC methodology in the assembly, machining & materials departments.Manage the CI Process, as part of the John Deere Quality and Production System, for the factory.Coordinate the CI Teams to develop projects in regards to Safety, Quality, Delivery and Efficiency(Productivity). Evaluate the CI Teams metrics performance against the Scorecards defined and provide recognition based on the Recognition Plan approved by the management.Conduct the annual Strategic Planning session for CI and the semi-annual review.Coordinate the 5S Comittee.Participate in the regional events for sharing Best Practices as part of the "Comunidad Lagunera para la Mejora Contnua"Member of the CI Community of Practice for John Deere mexican Units Show less

John Deere Coffeyville, Kansas

Effectively deployed John Deere Continuous Improvement program (CI Level 200). The deployment consisted in providing training sessions to all the employees (wage and salary) about the new process, managing the strategic planning sessions with the Staff members in order to define the Unit specific rules of the new CI Process. Implement the CI issue/idea boards around th shop floor and coordinate the "Gemba Walks" with the upper management members in order to monitor the progress of the new… Show more Effectively deployed John Deere Continuous Improvement program (CI Level 200). The deployment consisted in providing training sessions to all the employees (wage and salary) about the new process, managing the strategic planning sessions with the Staff members in order to define the Unit specific rules of the new CI Process. Implement the CI issue/idea boards around th shop floor and coordinate the "Gemba Walks" with the upper management members in order to monitor the progress of the new process. I also defined the daily communication meetings program to assure the correct communication on a daily basis in regards to Safety, Quality, Productivity, JDQPS, 5S&CI, etc.As part of my 5S & Visual Factory role I lead the creation of the 5S and Visual Factory standard, aligned to the Enterprise standard. Facilitated training workshops and Rapid CI Events (Kaizen). I also developed the 5S audit program.Additional responsibilities included coaching and mentoring leaders in John Deere locations in Argentina, Spain and Mexico. Show less

Torreon, Coahuila. Mexico

Led the implementation of John Deere Quality and Production System (Continuous Improvement Process) and the 5S program. In addition, launched the CI community of practice involving multiple locations in Latin America and Spain.Developed a Green Belt Project to eliminate a non-value added process (washing parts) saving US$35,000 per year.Continuous Improvement data base administrator for John Deere factories in Mexico. Designed and implemented a Continuous Improvement kiosk targeted… Show more Led the implementation of John Deere Quality and Production System (Continuous Improvement Process) and the 5S program. In addition, launched the CI community of practice involving multiple locations in Latin America and Spain.Developed a Green Belt Project to eliminate a non-value added process (washing parts) saving US$35,000 per year.Continuous Improvement data base administrator for John Deere factories in Mexico. Designed and implemented a Continuous Improvement kiosk targeted to wage employees so they could provide improvement ideas; in addition, a recognition program was created to reward participation and the best ideas implemented.Pioneered the first Regional Inter-company CI event in Torreon, Coahuila, Mexico. With this event 6 companies joined efforts sharing best practices (Peñoles, Linamar, Takata, Universidad del Valle de Mexico, Phoenix International and John Deere) Show less

Torreon, Coahuila. Mexico

Responsible for production scheduling and leveling for John Deere operations in Torreon, Mexico, as well as managing priorities for Machining operations and the purchasing group.

Torreon, Coahuila. Mexico

Managed the replenishment process for service parts and production components.

Torreon, Coahuila. Mexico

Responsible for the revision and implementation of engineering changes working jointly with manufacturing engineers and inventory control personnel for the appropriate disposition of parts.

Torreon, Coahuila. Mexico

Led the execution of inventory management and controls; this included daily cycle count execution, material disposition after engineering changes and production support for expediting parts. Lead the Materials Continuous Improvement Team during 2 years, focusing on reducing obsolete parts inventory (US$28,000), 40% floor space reduction and safety improvements.

Saltillo, Coahuila. Mexico

Defined and implemented material handling process (kanban) and manufacturing CI projects.

Bachelor Of Industrial Engineering

Master Of Business Administration - Mba, Quality And Productivity, 95

Online MBA