Ing. Roberto González

Experience

• Working in a joint venture with Evolution Consulting group and providing Medical Validation protocols engineering support to Nypro HealthCare.
• Leading company in Tijuana installing eco-technologies such as solar panels, solar heaters, tankless heaters, minisplits and LED technology. Managing a group of four technicians company have grow up 100% in one year,
• Intensive sales activity directing four sales representatives by placing products from our electric saving department and water saving department. Firms with devices purchased from us are: Eaton Corp., Thompson Industries and Stant de Mexico. Springs Windows Fashion – Kent H. Landsbergh – Abajeño – Autronics- Leach- Eaton Atonally – Brady Corp.- Nypro Healthcare-JFE Shoji.
• Incubated Eccorubber de Mexico. Leading company in waste tire rubber recycling. Incubation completed. In the process to obtain financial investors to initiate operations.
• Intensive sales activity directing four sales representatives by placing products from our electric saving department and water saving department. Firms with devices purchased from us are: Eaton Corp., Thompson Industries and Stant de Mexico. Springs Windows Fashion – Kent H. Landsbergh – Abajeño – Autronics- Leach- Eaton Atonally – Brady Corp.- Nypro Healthcare-JFE Shoji.

Esterline is a Leader in Aerospace industry for more than 40 plants around the world.

In charge of New products introduction and process transfers, Lean enterprise, Quality and Process engineering.

• Transferred, train and deployed 8 manufacturing cells that includes the processes of splicing (heat press vulcanization of rubber joints process) cutting and finishing of aerospace rubber gaskets. Metrics success by obtaining 99.0 % FPY in end of 2009 for customer quality acceptance level for new products transferred. Looking to get 99.75% customer acceptance level by the end of 2nd quarter 2010.
• New Product Introduction System developed and deployed. Procedure developed and customer received our NPI system training and deployment.
• Quality system Implemented. Total of 12 Quality Controlled procedures implemented and evaluated by NSF external AS9100 auditor in December 2009. Findings resolved, objective evidence summited, AS9100 certification obtained in March 2010.
• Daily management quality control mechanisms to manufacturing cells implemented. Internal rework yield in control and reduced from 4.0% end of 2009 down to 0.45% by introducing the in process poke-yokes, quality visual aids, quality traceability and direct feedback for finishing training-techniques to direct labor employees.. Poke yoke contribution helped to obtain a 0.8% scrap yield level for 2009. Current scrap yield level is 0.22% and $0.10 per unit shipped.

Company leader in medical implantable lead manufacturer for Pace maker devices.

The operations group and I were successfully manufacturing electrodes and feedthorugh devices, achieving 98% weekly efficiency and 99.5 % OTD delivery to Saint Jude, Medtronics and other medical firms.

• Reduced $5,000 dollars per week scrap down to $100 dollars per week by implementing poka yokew devices on the dimensional test source of the scrap issue. High mix-medium volume configuration operation manager, leading 80 direct associates, three supervisors and on maintenance supervisor.
• Doubled production capacity for coated electrodes by adding additional laser welders. 30% capacity increased. Total Productive Maintenance program initiated for Physical Vapor Deposition sputter machines. Machine uptime increased by 10% to end up in 90% uptime.
• Total Productive maintenance system implemented in the High temperature, high vacuum gold braze furnaces by setting up an increased quantity of 25 Preventive Maintenance routines, Autonomous setting and inspection activities for furnace operator and an improved spare parts re-plenishment setup in purchasing. OEE reached to 78%.

Company leader in Automotive lead producer for a brad range of automotive parts in fuel systems

NEW PRODUCT AND TRANSFER INTRODUCTION principal engineer. New process transfers for ESIM valve design. $3.0 Million investment. Lean manufacturing concepts applied at design phase. Coordinated the transfer of GM and Ford radiator caps packaging system. APQP, PFMEA and PPAP processes followed and authorized by tier 1 suppliers. Implemented Point of use inventory re-plenish system that along with kanban system helped us out to reduce 80% our in-process work in process inventory (WIP) across the board. Participated in the resolution of a disassembly issue for a coolant reservoir cap that involved the Gemba Gembutsu in a Chrysler engine plant in Brazil. Resolution involved a full set of Ishikawa’s exercise along with Design Of Experiments (DOE) that ended up by modifying the cap’s plastic injection mold and 100% elimination of the disassembly issue.

Engineering Manager.

World leader for Aerospace, consumer, construction, forestry and power systems and equipment manufacturer

High volume, high mix manufacturing configuration for string trimmers, weed blowers and John Deere chain saws. Successfully transfer of 10 linear assembly lines from Gastonia N.C. to Chihuahua Mexico. Supervised the civil engineering for facilities construction of 100,000 sqft of plant facilities world class specification.

Completed with 100% adherence to original time frame and budget. Intensively encouraged and coached process engineers to resolve product performance variations implementing preventive and detection controls to reduce the RPN number for PFMEA analysis over the String trimmers, blowers and chain saw lines of products. Range of RPN numbers reduced went from 500 down to 86 RPN.
TPM system implemented to increase OEE percentage for the string cutter and carburetor set up work cells. OEE increase achieved from 40% to 75%.

Production Manager. Supervised 7 production supervisors and three process engineers

Lead the management of 200 direct operators for the assembly line of 2.0 Lts ZETEC engine. Reduce the lowest cycle time from 25 secs/engine down to 18 secs/engine, incremented capacity to 1,300 engines daily.

Successfully transferred the process of a NPI for the 2.0 lt., zetec engine, which included the incorporation of the VCT (variable cam timing) control. APQP, PV, and PPAP protocols developed and implemented 100%.