Motorcycling, watchmaking, reading, hiking, social responsiveness
Eduardo Ronquillo
Senior Business Excellence Manager
El Paso
Summary
Dynamic and results-oriented global supply chain and manufacturing leader with extensive expertise in end-to-end accountability across production, planning, procurement, logistics, portfolio execution, and continuous improvement within regulated environments. Proven success in optimizing complex networks and spearheading large-scale transformations that enhance service levels, reduce costs, improve quality, and ensure timely delivery. Recognized for the ability to mobilize cross-functional, multicultural teams while fostering high-performing organizations and integrating Lean and Continuous Improvement methodologies to align supply chain strategies with evolving business and customer demands in manufacturing.
Overview
2
2
Languages
2
2
Certifications
29
29
years of professional experience
Work History
Business Excellence Senior Manager
Johnson & Johnson – Biosense Webster Inc
03.2024 - Current
- Led continuous improvement initiatives, turning all C.I. key initiatives from red to green, achieving Kaizen 100% YTD, Improvement Suggestions 109%, Yellow Belts 105%, and Orange Belts
- Established strong relationships with clients and stakeholders, ensuring long-term partnerships and repeat business.
- Lead the development of the 5-year Site Master Plan, ensuring a strategic framework for all departments (vertically and horizontally) aligned to the business commercial and operational strategy
- Develop the BEx 5Yr strategy aligned to company G&Os using Hoshin-Kanri methodology
- Deployment of Managing site performance aligned to JJOS by implementing governance model, KPIs and scorecards
- Spearheaded change management efforts for seamless adoption of new systems or processes among employees.
- Execute the JJOS health check in main business Value Stream (STSF), identifying gaps and aligning with business leaders to prioritize improvement projects
- Improvement in governance model deployed, driving accountability at all leadership levels
- Successful deployment of consumables management and control system in production lines
- Implementation of std times and setup time improvements in raw material area
- Develop the strategic framework for the Business Excellence department, setting the direction and roadmap for strategies, initiatives and projects execution
- Established team alignment to enhance project coordination and efficiency.
- Established clear roles and responsibilities to streamline project execution.
- Established clear targets and deployed tracking mechanisms to monitor progress.
- Conducted check and balance meetings to ensure project execution exceeded 90%.
- Manufacturing plant layout update supporting New Products Introduction on growing key platforms
- Led deployment of Six Sigma and Lean Manufacturing
- Cultivated strong relationships with stakeholders, fostering long-term partnerships and securing repeat business.
External Manufacturing Operations Manager
Johnson & Johnson – Sterilmed Inc
11.2018 - Current
- Managed operations across 4 sites in medical device reprocessing, overseeing receiving and manufacturing sterilization processes. Served as liaison between Sterilmed Inc and Jabil Healthcare to facilitate effective communication. Coordinated direct shipping of products to customers, ensuring timely delivery and compliance with regulations.
- Achieved 20%+ YOY capacity increase on key platforms, exceeding OTIF target of 98%.
- Consistently met or exceeded cnis and net inventory levels for five years.
- 99.4% On time sales orders fulfillment
- 100% On time Launches and 99% Orders fulfillment on new products.
- 54% cycle time improvement (from 55 to 25 days)
- 100% CapEx attainment by implemented tracking mechanisms, and project management tools for capital expenditures that drove improvements in accountability and execution versus plan with 100% achievement to plan in 4.5 consecutive years.
- Balanced Scorecard methodology deployed, optimizing EM operational metrics and reviews
- Deployment of capacity governance model to manage EM capacity utilization, driving the stabilization of product supply and the achievement of entitlement service level and supporting BWI-OEM BKO Rdxn.
- Deployment of spare parts/equipment management process eliminating spare parts shortage and implementing inventory control
- Deployment of projects joint governance model to align resources utilization and prioritization among EM and SMD
- Robust Assessment used in Distribution Center to identify opportunity areas
- establishment of direct labor capacity framework setting time standards and BOM for greater than 1400 SKUs laying groundwork for contractual agreements with EM
- production floor adjustment expanding floor area for new products from 0 sq. ft. to support upcoming 5-year product pipeline.
- implementation of SAP within external operations while preserving legacy IT systems at Sterilmed integrated with SAP via newly created interfaces.
- Implementation of electronic Device History Record moving from a paper-based record to a 100% electronic version
- JnJ and EM IT Network separated into secure intercommunicated networks.
- Engaged in developing a people engagement action plan for the first time in Sterilmed’s history based on employees’ survey results from last year.
- Enhanced production efficiency by advancing manufacturing processes and integrating lean management methodologies.
- Addressed complex issues head-on via maintaining a solutions-oriented mindset and leveraging expert problem-solving skills to achieve optimal resolutions for all parties involved.
Business Excellence Director – Interim Assignment
Johnson & Johnson – Cardiovascular and Specialty Solutions
04.2022 - 02.2023
- Leader of the Business Excellence team, supporting 6 JnJ MedTech Franchises
- Developed talent through training and certification programs in collaboration with JnJ Academy, enhancing workforce capabilities
- Lean Belt trained 662, 192 Kaizen, 144 certified Yellow Belt, 46 Orange Belt certified, 5’s Program. Certified 140’s ambassadors, weekly 5’s audit > 54 prod. lines
- Managed cost improvements portfolio by collaborating with all SC departments to achieve measurable results
- Mentor’s Global shell program phase 1 completion with E2E HTV shells BO reduction from $7MM to $1.5MM
- Supported BWI business by developing capacity strategy, space strategy, iron flex strategy, and yield strategy.
- Mentor: Site master plan developed defining business strategies for all E2E departments
- Managed the update of the 2022 CSS KPI targets and E2E scorecards in alignment with JJSC.
- Strategic Business Cycle Support in BP, JU, NU process, LRFP, G&O’s definition and adherence tracking
- Led the execution of the JJPS.
- BWI: 27 Projects executed in Phase 10, supporting the site priorities for growth and capacity, while providing $2.3 MM in savings
- Mentor: JJPS phase 7 diagnostic completion, follow up with Project charters, TIPS and execution (5 projects for Quality and 2 projects for MAKE
- Facilitated workshop with Global Planning team to streamline manual workload and enhance data accuracy for service level projections
- 124K Sq.Ft. released and consolidated in BWI and CNV in 2022 in collaboration with engineering, quality , and other functional departments by leading the Smart space strategy
- Development of new concept in manual operations by having dual workstations, optimizing the space use by 25% (up to 7,000 SqFt) in the BWI-Salvarcare Site
- Successful launch of the BWI EM DPM Dashboard and the digital dashboard / 16 suppliers / 12 KPI’s
Manufacturing Operations Manager
Johnson & Johnson – Biosense Webster
10.2016 - 11.2018
- Leader and responsible for the daily operations in 2 different franchises/businesses (Biosense Webster and Cerenovus) with > 800 employees and 12 direct reports supporting > $0.5B in revenue, reporting to BU manager as part of the plant operations management structure
- Integration of business unit into Johnson and Johnson operating system strategy
- Talent development, Benchmark in Managing site performance BP at plant level
- Talent: 21 individuals developed and promoted, healthy succession pipeline, direct reports with a development plan, leader for talent development initiative
- Safety: exceeding all safety targets by creating a culture of safety first in the areas of responsibility through activities of EPP improvement, proven practices shared across different franchises, safety kaizen development, and good saves.
- Quality and compliance: focus on audit readiness and quality procedures observation with solid results.
- Strong quality results by exceeding all quality metrics targets including NCRs governance
- CERENOVUS unannounced JJRC audit with “D” Classification best JnJ Medical devices WW segment, CERENOVUS BSI- re-certification, BWI unannounced BSI audit, BWI readiness tool on track for JJRC audit, and BWI/CERENOVUS Middle east audit cero observations.
- Delivery: Solid WW LIFR 99.89%, ATMPS performance >100% in all product families with 0% UTS, service level exceeding targets in the 2 franchises. Solid 97% BKO Rdxn in Cerenovus caused by packaging specification now below target, BKO in BWI below target.
- Ensured financial commitments were met across two franchises, supporting overall business stability.
- Cerenovus: Revenue protection $155MM; Significant turnaround from 2016 absorption lost to favorable financial results, including positive GP and absorption results with spending under control
- BWI: Revenue protection $515MM; Favorable GP results and absorption results with spending under control
- Monitored production schedules, facilitating rapid responses to changes in demand and market conditions.
- Established culture of continuous learning among team members, fostering collaboration, curiosity, and innovation in daily operations.
- Fostered an atmosphere of accountability across all staff levels by consistently emphasizing individual responsibility for quality workmanship outcomes.
- Evaluated employee performance regularly, offering feedback and coaching for continuous improvement in skills and output levels.
- Maintained open lines of communication with all departments, promoting a collaborative work environment focused on achieving company objectives.
- Optimized resource allocation and implemented cost-effective strategies to reduce operating costs.
- Contributed to long-term strategic planning initiatives that supported business growth objectives within the manufacturing department.
- Increased production capacity by identifying bottlenecks in the manufacturing process and implementing corrective measures.
Global Productivity & Six Sigma Senior Manager
Johnson & Johnson – Global Surgery
01.2012 - 09.2016
- Leader for Productivity and Continuous Improvements projects savings for 21 mfg. plants in America, EMEA, and APAC
- Responsible for the performance measures system, governance model development, and continuous execution in 21 Mfg. plants, worldwide
- Developed the performance measures system, governance model, and continuous execution across 21 manufacturing plants worldwide.
- 7 years’ business strategy development, deployment, and leadership of the initiative
- OGSM strategy formulation, communication, and leadership
- CIP and Dashboard governance process and tools established
- Foster high-performance culture and continue to develop global diverse talent and capabilities
- Member of the core team for the Johnson and Johnson Production System development
- Fostered high-performance culture and developed global diverse talent and capabilities within the organization
- pe certifications process unified under one Ethicon and CSS (21 manufacturing facilities in 14 countries) and integrated with J&J Academy
- Lead for Mistake Proofing methodology in Ethicon|CSS - Operator and Engineering led
- FPX deployment harmonized in One Ethicon and CSS
- >120 managers and directors trained as FPX champion
- 234 projects leaders trained: 69 certified and 165 in process of certification
- 18 SME trained: 12 certified / 5 in process of certification
- Developed certification guidelines for Green and Black Belt in Lean and Six Sigma.
- Coach Green and Black Belts in the use of Six Sigma tools
- 36 Lean re-engineering projects managed and coaching to leaders in 2012-2013 linked to OGSM and savings target
- Shainin deployment strategy
- Shainin pilot in BWI, WC, and EES with ~$2MM in savings through 9 projects focus on quality
- Led cross-functional teams to achieve project milestones and deliver high-quality results.
- Consistently met or exceeded annual performance targets set by senior leadership.
- Collaborated with peers from other departments to achieve organizational success as a cohesive unit.
Senior Manufacturing Engineer
Johnson & Johnson EES
06.2009 - 01.2012
- Collaborated with the core team on lean assessment development at the cluster level to standardize best practices across three different franchises in all SW.
- Led standardization of line metrics at cluster level, enhancing consistency across production.
- Developed Operators Asset Care strategy by coordinating resources from various functional departments at Independencia and Torres plants, improving operational effectiveness.
- Co-led production schedule development and coordinated manufacturing resources to assist the area coordinator with service level, quality, and compliance requirements.
- Managed facilities coordination for the first campus project to restructure the electrical supply at the Torres plant with assistance from Cordis, Independencia, and Torres plants.
- OEE management improvement by eliminating the use of spreadsheets to a Database model improving data accuracy and analysis
- Launch of new products without any minor and/or major issue, increasing the capacity of Line 25 to support an increase of 55% in Echelons cartridges’ demand.
- Facilitated lean training for associates.
- 16% headcount improvement by releasing associates from packing areas.
- Co-led the shift from manual inspections to automated systems, validating 99% of cartridge products with new automated inspection methods.
- L25 reconfiguration (83 equipment, without negatively affecting any performance metric, 8 production cells arranged by codes, 425 square feet released)
Continuous Improvement Champion / Six Sigma Black Belt
Continental AG
06.2006 - 06.2009
- Developed and ensured accountability for Six Sigma methodology implementation.
- Guided cross-functional teams in achieving performance goals.
- Development and certification of Black Belt, Green Belt, and Yellow Belt training to key personnel.
- Processes improvement using Lean Manufacturing and Six Sigma tools.
- Supported Quality Control and Quality Assurance Engineering in developing SPC.
- Raw material inventory system improvement through the development of an electronic kanban system to replenish materials within a minimum and maximum levels.
- Process Map using the Value Stream Mapping (VSM) methodology to address opportunity’s areas.
- Led Continuous Improvement projects with customers, enhancing operational results and customer satisfaction.
- Continuous Improvement projects with suppliers.
- Minitab training to key personnel.
- Development of Six Sigma and Lean projects.
- Coordination of Continuous improvement resources.
- Developed cost savings strategies and financial forecasts.
Continuous Improvement Manager (acting)
Lear Corporation
01.2005 - 06.2006
- Strategic Planning development and execution responsiveness.
- Financial roadmap development.
- Planned and executed department budget with accountability.
- Supported top management on-site by resolving operational issues across diverse manufacturing plants.
- Continuous Improvement activities development for six manufacturing plants (Six Sigma, Lean, and KAIZEN).
- Management of Black Belts and Lean specialists (Lean Coaches) coordination at different locations.
- Monitored and analyzed production line performance to identify improvement opportunities.
- Development of kanban system with suppliers (wire’s supplier)
- Operation’s critical X’s and vital Y’s identification
- Applied Lean concepts during the launch of new plants and processes.
- Launch up of manufacturing lines.
- Re-design of manufacturing lines.
- Continuous Improvement’s financial roadmap development.
- Facilitated continuous improvement initiatives at six manufacturing plants to enhance operational responsiveness.
- KAIZEN workshops development.
- Lean Manufacturing's trainer.
Lean Manufacturing Specialist
Lear Corporation
01.2004 - 01.2005
- Lean Topic’s training to key personnel.
- Trained key personnel on lean topics.
- Developed KAIZEN workshops for continuous improvement.
- Value Stream mapping development.
- Created value stream mapping to identify and eliminate waste in processes.
Six Sigma Black Belt
Lear Corporation
01.2001 - 01.2004
- Implementation of Six Sigma Methodology.
- Developed quality initiatives to drive performance improvements.
- Conducted training sessions for Green Belt certification to enhance team skills.
- Global 8D problem resolution training to key personnel.
- Six Sigma Lean projects coordinator
- Led team members in establishing financial goals.
- Conducted capability studies, measurement system analysis, and FMEA audits to enhance quality.
- Cost of Poor Quality and financial Road Maps development.
- Lear Corporation’s representative for customer’s process review at Toyota Motor Manufacturing at Kentucky assembly plant.
Industrial Engineer
Lear Furukawa Corporation
01.1999 - 01.2001
- Manufacturing area’s design and plant layout.
- Coordinated production line launches in manufacturing facility.
- Designed manufacturing area and optimized plant layout for improved workflow.
- Rebalanced production lines to enhance operational efficiency.
- Production line launches
- Managed responsiveness to customer concerns to maintain service quality.
- Engineering changes coordination and execution.
- Conducted capability studies for equipment to assess performance.
- Designed and implemented workloads to optimize team efficiency.
UPC/Invoice Manager
Wal-Mart de México
01.1997 - 01.1998
- Managed accounts payable processes ensuring timely and accurate payment.
- Oversaw inventory control, maintaining accuracy in quantity and cost.
- Managed user access to IT systems for security purposes.
- Conducted internal audits to assess compliance and efficiency.
- Internal auditor.
Education
Bachelor of Science - Business Management
University of Phoenix
Skills
Operations management
Strategic planning
Process improvement
Data analytics
Budget administration
Production floor reconfiguration and expansion
Talent development
Adaptability and flexibility
Certification
Six Sigma Black Belt
Interests
Tips
Fully bilingual (English/Spanish), solid experience in business strategy development and execution, multi-franchise, global experience, manufacturing management, in a wide range of processes, including parts assembly, trim, molding, wiring harnesses, and industrial welding. Computer’s literate certified Six Sigma Black Belt, and Lean Green Belt, customer’s oriented, good abilities and skills to work under pressure, top-management level experience, achiever, and inquisitive.
Timeline
Business Excellence Senior Manager
Johnson & Johnson – Biosense Webster Inc
03.2024 - Current
Business Excellence Director – Interim Assignment
Johnson & Johnson – Cardiovascular and Specialty Solutions
04.2022 - 02.2023
External Manufacturing Operations Manager
Johnson & Johnson – Sterilmed Inc
11.2018 - Current
Manufacturing Operations Manager
Johnson & Johnson – Biosense Webster
10.2016 - 11.2018
Global Productivity & Six Sigma Senior Manager
Johnson & Johnson – Global Surgery
01.2012 - 09.2016
Senior Manufacturing Engineer
Johnson & Johnson EES
06.2009 - 01.2012
Continuous Improvement Champion / Six Sigma Black Belt
Continental AG
06.2006 - 06.2009
Continuous Improvement Manager (acting)
Lear Corporation
01.2005 - 06.2006
Lean Manufacturing Specialist
Lear Corporation
01.2004 - 01.2005
Six Sigma Black Belt
Lear Corporation
01.2001 - 01.2004
Industrial Engineer
Lear Furukawa Corporation
01.1999 - 01.2001
UPC/Invoice Manager
Wal-Mart de México
01.1997 - 01.1998
Bachelor of Science - Business Management
University of Phoenix