Richard Ortiz Email & Phone Number

Albuquerque, New Mexico, United States

• Reporting to the Global Project Management Director, leading/ directing major environmental compliance and COGEN projects across four Western US states – utilized SCR technology, ammonia wet scrubbers and heat recovery.
• Ensuring EPA consent decree compliance while lowering emissions of nitric oxide, sulfur dioxide and particle matter via high temperature multi-burners, selective catalyst reactors (SCR) and dry/wet scrubber systems.
• Currently managing a $19 million project - to replace two bag houses and two purge filters simultaneously – including cost, quality and schedule controls with a diverse project support group of 10 team members.
• Overseeing customer requirements, engineering design support, cost controls, construction management teams, while collaborating effectively with executive/program management, steering teams, and multiple contractors.

Albuquerque, New Mexico, United States

• Led major chemical and environmental capital equipment design and installations across six US states, including factory/building expansions, bag houses, burner systems, reactor system, filtration systems, and control.
• Honored with company “Malcolm Baldrige Award of Excellence” in 2012 for stellar project performance.
• Managed facilities engineering teams of up to 15 leaders that designed and implemented environmental emissions control equipment at three different sites - worth $110 million such as wet scrubbers, SCR and continuous.
• Supported four major manufacturing and two R&D facilities in the Western U.S. - projects ranged from $1 million to $100 million in capital assets, facilities, construction and divestitures.

Albuquerque, New Mexico, United States

• Led complex relocation of a chemical plastics manufacturing operation (Poly Flow) from Sylmar, California to a new 200,000 sq. ft. manufacturing site across five acres at Sandia Business Development Park, Albuquerque.
• Project managed construction and facilities for new site building by coordinating company customer facilities / utilities requirements (internal/external) with construction firm insuring optimal facilities solutions.
• Introduced new chemical slurry manufacturing production line based on customer negotiated detailed requirements to include component, assembly and fabrication/test systems.
• Implemented lean manufacturing techniques for the construction and equipment installation of machine shop, plastics fabrication and equipment manufacturing operations at the new site.

Albuquerque, New Mexico, United States

• CTS WIRELESS COMPONENTS, INC., Acquired from Motorola Served as Lead Maintenance/Project Manager for U.S. and Asia sites consolidation efforts, overseeing 75 equipment support engineers and maintenance technicians in.
• Reduced capital assets by more than $150 million and achieved a gross return of over $5 million from sales by implementing factory consolidation and asset elimination efforts at five U.S. and Asian sites.
• Saved more than $3 million annually at both U.S. and Asia sites by lowering water & electrical usage, nitrogen consumption and effluent treatment costs by 30%.
• Reduced operating costs 40% ($7 million) - eliminated facilities operational risks & developed risk mitigation strategies for five high volume product line transfers to Asia.
• Boosted yield 15% and equipment uptime 10% over a nine-month period using lean manufacturing techniques.
• Led lean manufacturing 5S, TPM, OEE and Six Sigma DMAIC training before 2,000 staff at worldwide sites.

Albuquerque, New Mexico, United States

• Motorola Components Division
• Saved $8 million in operating costs by developing long-range division site space planning and layout for the transfer of five product lines to Asia and Costa Rica.
• Increased production capacity 250% - coordinated site expansion efforts for facilities & equipment installation on three high volume product line start-ups.
• Reduced overhead costs by $1 million annually - lowered annual spare part consumption by $150,000 and improved equipment uptime by 10%.
• Generated $400,000 in savings for retraining and recruiting costs by developing and leading implementation of site technician performance skill base system (TPS), which increased retention of team members.
• Implemented Total Productive Maintenance (TPM) methodology on five production lines.

Bachelor Of Science - Bs, Industrial Engineering

Master Of Business Administration (M.B.A.), Business Administration And Management, General