Carlos Ruiz

• Responsible for boat production leading 8 different departments: Logistics, materials, production, maintenances, safety, manufacturing, quality, procurement, and projects.
• Leading 420 employees, 7 direct reports

Achievements:

• Production leveling in 5 months without jeopardizing production outputs
• Strategic planning deployment
• Reduce turnover under from 9% to 3%
• Reduce absenteeism under 7% to 3%
• Production increase for small parts from 50 parts per week to 200 parts per week.
• Analyzed performance metrics and identified key areas for improvement, leading to optimized processes across the organization.
• Mentored staff members, providing guidance and support that led to enhanced professional development and increased job satisfaction.

• Responsible for plan & execute transition operation from 100,000 square feet facility to 400,000 square feet facility in 1 year.
• Developing and managing new vendors, plan installation of production utilities, machinery, warehouse racking system setup.
• Negotiated contracts with vendors and suppliers, securing favorable terms for the organization while maintaining strong relationships with external partners.
• Managed budgets effectively, ensuring all projects were completed within financial constraints.
• Controlled project quality by establishing clear expectations, conducting regular reviews, and enforcing adherence to standards.
• Assessed risks proactively, developing contingency plans to minimize potential issues.
• Ensured compliance with industry regulations and organizational policies throughout the course of each project.
• Monitored progress and made adjustments as necessary, resulting in timely completion of projects.
• Developed detailed project plans to successfully guide teams through each phase of the project lifecycle.

• In charge of Milk run operation for Nissan NA
• Maintenance management for 6 tractors & 15 trailers
• KPI management
• Evaluated facility operations and personnel for safety and health regulations compliance.
• Coordinated emergency response efforts during crises, effectively mitigating damage and prioritizing safety for all occupants.
• Oversaw all aspects of equipment installation, maintenance, and repair for both internal and external services.

• Develop Ops Plans for new business and current business
• Implement new business with customers
• Project Management
• Project launching execution
• Designed labor utilization standards to balance worker efficiency with employee satisfaction, increasing overall productivity and satisfaction.
• Conducted time study using work measurement tools to validate accuracy of labor standard time.
• Managed team of 3 engineering, production and quality assurance personnel.

• In charge of 1sf operation with 140 indirect employees and 5 direct employees.
• Services given to customer, material handling, maintenance, inventory control, row material storage manages.
• Evaluated facility operations and personnel for safety and health regulations compliance.
• Developed strategic plans for facility improvements, considering both short-term needs and long-term objectives.
• Conducted regular audits to maintain compliance with industry regulations and company policies, mitigating potential risks.

• PFEP Analysis
• Warehouse layout design
• Material handling process flow planning
• Applied value stream mapping techniques to assess current state processes and develop future state plans aligning with organizational objectives.
• Conducted time studies for various manufacturing processes, optimizing workstations and reducing cycle times.

• PFEP Analysis
• Design workstations
• Design delivery routes to supply materials
• Appling lean material strategies
• Develop work instructions & FMEAS
• Developed positive working relationships with stakeholders to effectively coordinate work activities.
• Wrote, reviewed and edited technical document in accordance with template requirements.
• Reviewed technical drawings developed by CAD technicians and drafters.
• Supported junior engineers through mentorship, offering guidance on complex problem-solving and technical skills development.

• Launch Material Handling Equipment Operation
• Planning and implementation phase in 1 month.
• Operation Take Over In 1 day
• Launch Lowest Cost Implementation
• 64 Direct new Employees
• Improved overall customer satisfaction levels by implementing a robust pre-emptive support plan during the initial stages of the launch cycle.
• Managed end-to-end product launches, ensuring timely delivery and seamless integration across all channels.
• Conducted post-launch evaluations to identify areas for improvement and apply lessons learned in future projects.
• Established team priorities, maintained schedules and monitored performance.
• Defined clear targets and objectives and communicated to other team members.
• Achieved successful international launches by adapting strategies to local market conditions and collaborating closely with regional teams.

• Support TS 16949 to IATF 16949 transition as Internal Auditor.
• Support to External Certification audit
• New business calculations in order to
• Develop operating plan for pricing purpose.
• Conducted post-launch evaluations to identify areas for improvement and apply lessons learned in future projects.

• BMW Non Series Material Storage
• Launch Material Handling Operation, Planning and Implementation
• Project meetings with Costumer
• Implementation on time at BMW Facility, Deliverables:
• 14 Employees
• Mobile Equipment on time
• Develop operation process Documentation
• Managed end-to-end product launches, ensuring timely delivery and seamless integration across all channels.
• Improved overall customer satisfaction levels by implementing a robust pre-emptive support plan during the initial stages of the launch cycle.

• Responsible to quickly provide response and solution for customer
• Claims related to quality problems for assembled and sequenced products.
• Problem solving methodology to give root cause and countermeasures to costumer.
• Provided training to employees on best practices in quality management, fostering a culture of excellence within the organization.

• Manage 430 Employees
• Material Handling Operation Inside of Kia Plant
• Operational Indicators management
• Pilot Events management

Operation Results 2016:

• Line Stop: 30 Min per year.
• Safety Incidents: 50 per year
• 2nd Shift Implementation
• Develop Performance Indicators
• Developed and maintained strong relationships with key stakeholders, ensuring smooth communication and collaboration across departments.

• Line Speed Increases Project implementation 38jph@43jph Without Negative Impacts
• Evaluated project performance, identifying areas for improvement and implementing necessary changes.

• Launch a new business unit
• Take Over operation In 2 Months
• Lowest Cost Implementation
• Total of 124 new Direct Employees
• Improved overall customer satisfaction levels by implementing a robust pre-emptive support plan during the initial stages of the launch cycle.
• Conducted post-launch evaluations to identify areas for improvement and apply lessons learned in future projects.

• Continuous Improvement Implementation Annual Cost Saving $800,000 MXP
• Established performance goals for employees and provided feedback on methods for reaching those milestones.

• Downtime decreases on assembly Line Like 90% Of Daily Issues
• Scrap decreases with VSM Implementations Like 50%
• Continuous Improvement Implementation Kaizen Program
• Improved operational efficiency by streamlining processes and implementing new procedures.

• Windows Scheduled Implementation
• Min-Max Storage Implementation
• Operation Stabilization In 1 Month
• Successfully managed crisis situations maintaining focus on priorities while providing guidance for rapid resolution.
• Conducted regular performance reviews evaluating team members contributions towards achieving organizational goals.

• Model Years Changes 2010-2011(Aveo).
• Earn Area To New Door Line 50% Space Free.
• Increase Preventive Maintenance Percentage From 50% To 90%.
• Solving Safety Issues in Storage & Cell Areas.
• New Model Launch Trax 2013, No Issues to Assembly Line
• Receiving Material Process Develop & Implementation
• Storage Material Process Develop & Implementation
• Delivery Material Process Develop & Implementation

• New Model Launch Fiesta Verve 2011 Material Handling Process.
• Lean Logistic Implementation.
• Increased team productivity with regular progress monitoring and providing constructive feedback.