Milford, CT 06460 • 203-877-1626 firstname.lastname@example.org
Work Ethic That Drives Success and Corporate Revenues
SENIOR OPERATIONS MANAGER
Growth Catalyst / Turnaround Architect / Value Creator
Guiding, operational controls, business development and change management, creating value and building profitability for organizations
in challenging markets. Versatile leader with outstanding analytical skills with a bias for action and is value orientated. A highly
effective communicator and the ability to manage by influence with a discipline of getting things done at all levels of an organization.
The ability to benchmark business processes, and develops and motivates a team to continuously improve those processes.
Strong and decisive leadership competencies, yet flexible, in responding to constantly changing customer and organizational demands;
a team builder, capable of implementing best practices and motivating staff to peak performance. Solid leadership skills and abilities in
transforming struggling operations into efficient and profitable enterprises with a management philosophy, that drives the endless
pursuit of continuous improvement in design, production, materials, and people in the most safe and efficient manner.
P&L-Finance-Accounting Capital & Expense Budget Planning Strategic Business Planning
Lean Manufacturing New Product Introduction-expansion Facility Start Up-Improvements
Supply Chain Management Procurement/Contract Negotiations Warehousing–Distribution-Logistics
Quality Assurance/Control ISO Certification–9000 / 9001 Facility Maintenance-HSE
Manufacturing Engineering Technical Support-Customer Service HR Payroll & Benefits Administration
Tomtec Inc. – Hamden, Connecticut 4/2007 to Present
PRECISION MEDICAL AND BIO-ANALYTICAL CUSTOM ROBOTIC LIQUID HANDLING EQUIPMENT MANUFACTURER
GENERAL MANAGER (7 exempt, 22 non-exempt, and 98 DL employees)
Spearhead global sales and manufacturing operations as well as strategy development and execution; with a focus on organizational
and process development. Directed customer focused sales & service solutions and operations improvement initiatives, creating an
empowered environment. Base operations costs were reduced, improving productivity and efficiency across the board. Developed and
implemented capital and expense budgets and business processes, to make decisions based on metrics (KPI’s), in order to enhance
sales, operations performance, supply chain and financial profitability.
Increased sales revenues by $2.45M in two years and reversed losses, from a $600K loss to $645K profit and positive cash flow.
Reduced sales and service expenses by $420K annually through strategic restructuring of U.S. and international territories.
Service revenues increased 40% by training and developing metrics and procedures to improve customer relations, and
developing and implementing internet based, instant customer feed back survey in order to understand and meet their needs.
Increased material inventory turns from 2 to 8 turns annually, reducing inventory cost by $600K. Initiated SMI, JIT and point of
use kanban system, eliminating unnecessary waste and developed multi vendor quoting process that enabled cost saving
negotiations. Developed metrics to evaluate vendors based on project quality, timeliness, and customer service.
Improved quality procedures and reduced COQ from 7.9 % to 1.7%, by collection, display and evaluation of process data.
Developed manufacturing standards and procedures, improving delivery from 45 to 30 days, utilizing lean, 5’s, one piece flow.
Machining center efficiencies were increased 20% by integrating master cam for solid works with engineering designs.
Huttig Building Products – Hauppauge, New York (SMC) 7/2004 to 12/2006
MILLWORK AND BUILDING MATERIALS MANUFACTURER/DISTRIBUTION COMPANY (Facility closed in 12/2006)
GENERAL MANAGER/VP OPERATIONS (6 exempt, 14 non-exempt, and 72 DL employees)
Directed start-up of 125k-sq. ft. manufacturing and distribution facility in Long Island, directed equipment selection, layout and
contracting of equipment installation services totaling $2.2M, with a focus on creating product flow and strong operational efficiencies.
Hired and developed all staff associates, utilizing Lean tools and strategies to drive a continuous improvement environment. Optimized
visibility through development of marketing & sales strategies and partnering with suppliers for planned sales promotions.
Led company to $6M in revenue, developed a sales territory in key Long Island and New York Metro areas.
Lowered Cost of Quality from 6.5 to 1.5, while improving on-time delivery from 75% to 93% in year one of operations.
Prime Resources Corporation – Bridgeport, Connecticut 4/2000 to 7/2004
PROMOTIONAL PRODUCTS MANUFACTURER, PRINTING COMPANY
DIRECTOR OF OPERATIONS (7 exempt, 46 non-exempt, 320 DL)
Planned and directed a $1.82M appropriation for re-layout of 50K sq. ft. manufacturing site and 60K-sq. ft. warehouse, to include
equipment and services. Improved capabilities by leading conversion of MRP system; transitioned legacy data from Blue Vista to new
ERP Made2Manage (factory data management using bar code readers) system with zero downtime. Instituted operations departments
(scheduling, manufacturing engineering, quality and tool room) to support operational challenges and business growth; increasing
profits by $4.4M in 3 years. Employee empowerment led to maximized collaboration, while reducing CGS, COQ, and Inventory levels,
through the implementation of standards, visual aides, data collection/feedback and Lean manufacturing practices.
Reduced labor (CGS) costs by $1.1M while increasing manufacturing efficiencies from 80% to an unprecedented 98%.
Reduced COQ by $910K (from 4.9 to 1.4) through employee training and introduction of statistical quality techniques.
Cut inventory costs by $975K by strategic partnerships with international supplier organizations; increasing inventory turns
from 3 to 5 turns, synchronizing supplier manufacturing production times with Prime Resources Corporations requirements.
Developed new product introduction procedure using SGR and continuous improvement techniques; teaming with sales,
marketing and operations for products introduced two times a year; improving introduction from 3 months to six weeks.
Luis Ramos Page 2 email@example.com
Branson Ultrasonics Corporation – Danbury, Connecticut 8/1993 to 4/2000
ULTRASONIC WELDING AND CLEANING EQUIPMENT MANUFACTURER
DIRECTOR OF MANUFACTURING ENGINEERING (129 exempt, non-exempt, and DL personnel)
Directed cross functional teams throughout operations and finance, appropriating $3.3M for relocation of $54M business unit, to include
financial cost and risk analysis and ROI. Planned and directed the start-up and management of a 50K-sq. ft. electronic, electro-mechanical
assembly manufacturing facility in Mexico and a 15K-sq, ft. distribution facility in Texas. Planned and directed supply chain for
international and national suppliers of parts and components to Mexico and export of finished goods for distribution out of Texas,
including inbound/outbound customs and international and national freight carriers.
Delivered immediate results, increasing profits $2.7M in Year 1 of move and generating $4.3M annual savings by year 3 of
operations in Mexico and Texas; by implementing processes that would allow low volume high mix manufacturing.
Improved transferred processes, reducing 80,000 SF to 50,000 SF using lean manufacturing practices and state-of-the-art
manufacturing tools and equipment (SMT, CNC, presses, wire/harness equipment) establishing a world-class facility.
Eliminated $450,000 hardware cost; partnering with local distributors, executing; supplier managed inventory system.
Lowered CGS by $1.3M annually by partnering with local suppliers of manufactured goods in Mexico and Texas.
Increased inventory turns from 3.5 to 5.5 turns, in a low volume high mix manufacturing and assembly environment.
Reduced cost of quality from 6.1% to 1.9% as a percent of sales, developing assembly processes with visual indicators.
Directed the Implementation of (DNV) ISO 9001 in year one and 14001 in year two, in both Mexico and Texas.
Planned and directed $35 million business unit facility relocation in Rochester, NY; Directed the appropriation of $1.2M to include ROI
and budget planning for relocation and equipment cost, moving from a 35K sf facility, to 50K sf facility that is corporate owned.
Delivered a $1.9M annual savings by year two, due to an increase in manufacturing capacity and efficiencies.
Developed lean and JIT methods to improve delivery from 90 days to 70 days and inventory turns from 4 to 8 annually.
Improved efficiencies by 20%, by re-layout of warehouse and assembly using lean practices, including one piece flow.
As Project Manager and portfolio team member for new product introductions and engineering change notices to existing products,
partnered with engineering, purchasing, manufacturing, finance, and sales departments to ensure manufacturability, assembly and
quality; utilizing sales and operations planning, customer demand and supply resources for on time and to budget delivery of products.
Managed $20M global capital and cost reduction programs for 3 U.S. and 6 international facilities in Mexico, Pacific Rim and Europe.
CAREER NOTES: Earlier roles include; Manufacturing Engineering Project Manager & Consultant for Stanley Tools Division, 9/91 to
8/93; increased productivity by 40% ($578,000) on automated tape rule assembly. - Manufacturing Project Manager for Hubbell, Inc.,
7/86 to 9/91, Project manager for start up and management of a 10,000 SF pilot electronics assembly facility to include, planning,
purchasing, production, manufacturing and quality. - Supervisor Manufacturing Engineering for United States Surgical Corp, 7/83 to
7/86, directed the transfer of new and existing products to Puerto Rico facility.
Education & Professional Development
Master of Business Administration in International Business Management – University of New Haven
Bachelor of Science in Mechanical Engineering – University of Puerto Rico, (CAAM)
Machine Practices (Tool and Die Maker) – Brooklyn Technical High School
Branson: Lean manufacturing 5S SGR TQM TPM SMED FMEA Cellular manufacturing Value stream mapping
Visual indicators Standard work One piece flow Poka-Yoke Import/Export/Customs/NAFTA Supply Chain S&OP
Hubbell:TPS Continuous improvement (Kaizen) JIT KanBan DFM/DFA QES SPC SLA (stereo lithography) • SMT
USSC: cGMP FDA Regulations • Machine vision • Ergonomics
Additional Training: Hazardous Waste Management Shop Operations Management Materials and Production Planning
Technical & Mechanical Skills
Management systems software: MRP - ERP Systems, Cimcom, SAP, Made2Manage, QuickBooks, Sage, RF scanning, Auto-Cad,
MS Office, Project, Adobe Illustrator, Corel Draw, ADP EZ Labor. PC/Pay Expert
Tooling and equipment financial justification and procurement domestic and international
ISO 9000, 9001, 14001, GLP, Mil Specs, Geometric tolerance, U/L, CSA and CE Standards, Six sigma principles
Process and equipment validation – IQ, OQ, PQ, 21 CFR Part 11
Injection, Blow, Compression, Extrusion (wire and cable) and Vacuum Molding to include ancillary equipment, tooling and design
Electronic Assemblies (PTH/SMT), wire, cable and harness assembly and test manual and automated, Electro mechanical
assembly manual and automated, Coil winding and finishing, manual and automated to include design and procurement
Precision 3 and 4 axis CNC V/H milling and lathe (mastercam), tool and fixture design, tool room equipment, EDM/wire, Metal
stamping (turret/deep-draw/progressive/multi-slide), Sheet metal fabrication, CNC Punch press, Brake forming, Cold heading,
Threading, Manual/automatic equipment design for assembly, Heat treating
Tig-Mig, Resistance and Induction Welding, Ultrasonic and vibration welding, Manual/automatic, tool design
Silver, Nickel, Zinc Plating, Anodizing and Finishing, waste treatment, Hazmat EPA/DOT requirements
Pad and Silk Screen Printing Manual/automatic, Laser Engraving and hot stamping, manual and automatic
Professional Affiliations: APICS SME SMTA