Ender Roa

roaender@gmail.com
Ender Roa
Director – Corporate Operations and Quality – SULLAIR, LLC

(313) 815-5951
Grosse Pointe Park, MI 48230

Director – Corporate Operations and Quality SULLAIR, LLC Michigan City, IN
October 2013 to Present
Michigan City, Indiana: Company designs and manufactures industrial air compressors. Revenue: $800 Million. Direct reports: 25. Indirect Reports: 350

Director – Corporate Operations and Quality. October 2013 to Present.
Senior staff member responsible to provide leadership, direction, and oversight to Sullair Operations and Quality Management Systems. Ensure an Operational and Quality Management Systems is maintained to provide world class quality levels from the product design stage through manufacturing with emphasis on process control in conjunction with Lean Manufacturing Systems. Utilize LSS tools throughout Quality Management System and work with operations leadership to insure processes which enable Quality to be cost effectively built into the product.

DETROIT MANUFACTURING SYSTEMS, Detroit, Michigan: Company assembles and manufactures injection molded interior trim components for global automotive brands. Revenue: $700 Million.
Direct reports: 19 (QAM: 3, QE: 7, QT: 7, ASQE: 2). Indirect Reports: 5 (offsite at assembly plants)

Director Corporate Quality
December 2012 to July 2013
Responsible to drive productivity throughout this startup company with the goal of reducing variation and improving processes by the use of Quality and Lean Six Sigma principles and tools to further enhance customer’s total quality experience.

• Develop and implement a Supplier Quality Management System to insure compliance to corporate quality requirements and reduction/control of supplier quality issues (PPMs).
• Developed a Supplier Quality Management System to manage and control supplier’s quality issues and metrics (PPMs)
• Develop and establish corporate Key Performance Indicators to drive this newly created company to Best in Class performance.
• Train and coach the suppliers and quality/operations teams in problems solving techniques, Quality compliance, and Lean Six Sigma methodologies. Provide the organization with the proper resources and tools (QOS, MOS, etc.) to continuously improve its performance. (Excellent References)

ARTIFLEX MANUFACTURING, Wooster, Ohio: Company is a major supplier of current and past model automotive service stampings and assemblies.
Revenue: $200 Million
Direct Reports: 10 (QM: 1, QE: 6, SQE: 3). Indirect Reports: Indirect Reports: 6 (offsite at plant operations)

Director Corporate Quality
December 2011 to November 2012

Manufacturing Planning Strategist – Business Process Improvement Plant Layout
January 2010 to December 2011
Initiate and maintain relationships with manufacturers, assess their challenges and opportunities to help them optimize their performance. Lead these companies down a path of continuous improvement. Provide services in one of more of the following areas: Strategic Marketing, Information Technology, Strategic and Operational Planning, Lean Manufacturing and Waste Reduction, Plant Layout, Process Optimization, Quality Management Systems, Six Sigma, Supply Chain Development, etc.

GATE GOURMET North America, Reston, Virginia: Company provides airline catering services.
Revenue: $2.5 billion
Direct Reports: 6 (OPEX Managers). Indirect: 200+ (Plant quality personnel reported directly to Plant Managers).

Lean Manufacturing Executive UNIVERSITY OF ILLINOIS, Center for Advance Design, Research and Exploration Chicago, IL
2011 to 2011

Corporate Director
May 2007 to December 2009
Newly leadership role (company just out of bankruptcy) created to provide support to Area VP’s, Regional Managing Directors, and Regional OPEX Directors in the deployment of strategic Continuous Improvement initiatives within U.S. operations. Worked in partnership with General Managers and other functional leads in guiding lean efforts to spur the ongoing rollout of best practices within the North American region, including Material Management and Production Control, Safety, Quality, and Delivery; and overall productivity improvements. Developed and facilitated Lean Workshops and other training as required.

• Responsible for Corporate OPEX Roadmap Initiatives for 2009 with a planned cost savings of $8.5 million based on the three phases of Operational Excellence (Operating Systems, Management Infrastructure, Mindset & Behaviors).
• Led cross-functional teams to implement continuous flow manufacturing; 5S improvement; standard work; set-up
• reduction, problem solving and rapid change Kaizen activities.
• Developed a Supplier Quality Management System to manage and control supplier’s quality issues and metrics (PPMs).
• Provided and facilitated Lean Six Sigma training (DMAIC Kaizen events) and coaching (formal and informal).

Director – Global Quality Excellence TEMPUR PEDIC INTERNATIONAL Lexington, KY
May 2006 to April 2007
Lexington, KY: Manufacturer of Premium Bedding Products. Annual
Revenue: $1.2 billion. Direct Reports: 9 (PQM: 2, QE: 4, SQE: 3). Indirect Reports: 4 (offsite at manufacturing plants)

Director – Global Quality Excellence, May 2006 to April 2007
Promoted, developed, and led this new public corporation in Lean Manufacturing, Quality, and Customer Satisfaction
Methodologies to drive improvement of manufacturing systems, efficient new product introductions, and Supply Chain
Optimization. Conduct quality management training. Manage and lead cross functional teams (Customer Satisfaction
Council, Customer Problem Resolution Teams) in the areas on manufacturing, sales, and field operations.

• Obtained ISO 9000:2002 certification at Corporate and Manufacturing levels in less than six months with budget improvements of 50%
• Introduced New Product Introduction (NPI) process at the corporate level with recorded product introduction savings of 30% for the first year (2008)
• Planned and developed a training program based on Lean Manufacturing methodologies (5S, Kaizen, 8 Wastes, etc.) for manufacturing personnel. Internal budget of $200,000 improved by 50% due to elimination of outside trainers/consultants. (Excellent References)

Lean Consultant OPEX CONSULTING Detroit, MI
2005 to 2006
AMCO Water Metering Systems, Ocala, Florida: Water Meters Manufacturer. Revenue: $80 Million
Breckenridge Tooling. Detroit, Michigan: Tier 2 Automotive Parts Manufacturer. Revenue: $1 Million
Astronetics. Detroit Michigan: Tier 2 Automotive Engineering Supplier. Revenue; $1 Million
University of Michigan Hospital. Ann Arbor, Michigan: Hospital and Health System. Revenue: $1.97 Billion

• Provide short term business process improvement consulting and training solutions to several companies that required immediate recovery due to severe economic factors (mergers, acquisitions, bankruptcy, etc.) using Lean Six Sigma Principles and Tools and Quality Management Systems methodologies.
• Utilize best in class techniques (DMAIC, process mapping, practical problem solving, etc.) to improve operating systems, management infrastructure, and mindset and behaviors.
• Promoted, developed, trained, and effectively facilitated enterprise-wide development/improvement program at major
corporations and suppliers. Utilized continuous improvement tools and techniques (QMS, Lean, Six Sigma, TOC). Led six direct reports, including a Director of New Products and Managers in charge of Quality, Procurement and Supply, Customer Service, Engineering, and Warranty. Conducted quality management training. Challenged with: turning around a deficient quality and process engineering organization to become more efficient and cost effective.

Multiple Positions CHRYSLER CORPORATION
2000 to 2005
implementation, and monitoring of lean quality systems (TPS) at production centers (Paint,
Body in White, Trim, Chassis, Final and Reprocess) at Warren Truck Assembly Plant (overall operating budget $350
million and 3524 employees. Accountable for data analysis and control of plant quality indicators.

• Championed department SQDCM (Safety, Quality, Delivery, Cost, and Morale) initiatives, which improved the product both at the plant and customer level (Due to this accomplishment, I was selected by company senior leadership to implement same initiatives in 3 other assembly plants).
• Utilized Black Belt approach to problem solving by developing and leading cross-functional product/process improvement teams (Reported cost savings: $10 million). Due to the success of this program. I was the team leader assigned to implement this program in 3 other assembly plants.
• Successfully reduced warranty expense by 20% annually as a result of quality initiatives

Multiple Positions CHRYSLER CORPORATION Auburn Hills, MI
1984 to 2005
Auburn Hills, MI. (Held various progressive positions from 1984 to 2005)
Plant Quality Manager – Lean Manufacturing Operations, Warren Truck Assembly Plant, Warren, MI Annual

Senior Manager, Quality Management Systems and LSS Deployment CHRYSLER CORPORATION
1998 to 2000
Direct Reports: 12. Indirect Reports: 25+
Implemented and managed ISO/QS-9000 systems at the assembly plant level. Scheduled and oversaw formal ISO/QS-9000 internal assessments to ensure compliance with quality management systems. Collaborated in the development and implementation of the Production Part Approval Process (PPAP). This included direct benchmark studies with global corporations and the sharing of best practice knowledge with senior management and engineering platforms.

• Spearheaded the successful implementation and certification of ISO-9002 requirements at Chrysler Windsor Assembly Plant (due to the success of this project, I was handpicked by company leadership to lead Quality Management initiatives for 3 other assembly plants. (Chrysler was the first automotive company to receive full ISO certification in NA).

Senior Manager, Customer Advocate Group CHRYSLER CORPORATION
1997 to 1998
Direct Reports: 14. Indirect Reports: 25+
Oversaw engineers monitoring numerous quality, safety and comfort reports, and surveys gathered from customers, dealerships, and fleet test vehicles across North America. Determined and prioritized critical design/performance issues; developed and presented proposed engineering changes. Partnered with various engineering groups providing expertise in prototype designs.
• Implemented a quality process (Customer Fast Feedback), currently being used throughout the corporation, permitting design problems to be identified and classified with more than a 700% time saving.

Manager/Program Specialist CHRYSLER CORPORATION
1992 to 1997
Support Team: 25

• Coordinated efforts of corporate engineering groups in the U.S. and abroad. Negotiated product production processes in countries such as: China, Indonesia, Egypt, Thailand, Malaysia, Venezuela, and Argentina. Maintained warranty information and tracked parts. Complied with U.S. regulations and trade agreements

• Led product coordination with Beijing Jeep Corporation on a $240 million minibus program. Ensured U.S. regulations were met and copyright protection was in place

Senior Program Engineer, Product Design/Development Engineer CHRYSLER CORPORATION
1984 to 1992

Drilling Fluid Engineer Halliburton Corporation Houston, TX
1980 to 1983

Master’s degree in Business Administration International Business OAKLAND UNIVERSITY
Rochester, MI

Master’s Industrial Engineering WAYNE STATE UNIVERSITY
Detroit, MI

Bachelor’s Chemical Engineering WAYNE STATE UNIVERSITY
Detroit, MI

http://www.linkedin.com/in/enderroa