Roberto Rivera

rotger@usiwireless.com
Roberto Rivera
Manufacturing Engineering Manager – Lean Six Sigma Black Belt
Senior Manufacturing Engineer/Operations Management Professional with expertise in the following:
• Encouraging continuous improvement programs across the business via Value Based Six Sigma and Lean Principles
• Striving for creative methods of cash flow improvements and profit and loss statement ownership
• Improving and managing P&L to positively impact business margin and pricing
• Keeping staff up-to-date and adapting quickly to technological changes in order to remain competitive
• Bringing business sense and effective-decision making processes
• Developing, transferring and supporting best business practices across cost effective locations in Mexico and China
• Streamlining the organization by becoming a hands-on manager in leading key projects and major initiatives
• Transitioning best business practices from Mass Production into Mass Customization,”low volume-high mix”

612-518-6870
Minneapolis, MN 55410

Manufacturing Engineering Manager Lean Six Sigma Black Belt Eden Prairie, MN
2011 to Present
ISO 13485 and AS-9100
• Led and facilitated the implementation of tools such as FMEA, Poka-Yoke levels, process validation IQ/OQ/PQ, MES, and DFMA/DFx for new product introduction.
• Redesigned and established a labor quote model for electronic assemblies and box build to align with the business margins and profitability.
• Deployed a quick changeover/setup reduction program across multiple SMT lines, reducing the overall changeover time from 2.75-hours to 1-hour per work order.
• Automated labor reporting and improved transaction integrity company-wide via digital scanning of employee’s ID, work center and work order operation sequence.
• Implemented a “work flow management system” to reduce cycle time across the factory by flexing multiple operators via TAKT time flow balance by product, instead of assigning one operator per work order. Overall throughput increased from 52 to 70 work orders per week.
• Taught and implemented theory of constraint concepts to focus and leverage all lean/six sigma efforts on the system’s constraint in order to sustain weekly revenues of $500K per week.

General Manager Mack Engineering Minneapolis, MN
2010 to 2011

Mack Engineering a precision machining Co. €“ Minneapolis, MN ISO 9001: 2008 Registered
• Leveled production capacity to 80% allowing 20% for market fluctuations by changing the manufacturing shift structure from a 5-day, 8-hour shift to a 4-day, 10-hour shift and added a 3-day, 12-hour weekend shift for additional capacity, benefits: product lead-time improved by one day per week, headcount productivity improved by 0.5 hour per week per person.
• Deployed a quick changeover reduction program, a lean initiative known as SMED, making it possible to respond quickly to fluctuations in demand and helping to protect equipment uptime.
• Designed a performance cycle that focuses on equipment uptime, set-up reduction, lights-out (unattended equipment) and cost of quality to create a performance driven organization that provides a comprehensive alignment for on-time delivery, cost and product quality.
Bridged operator certification program with the quality system by certifying operators based on process quality documentation, rework and/or scrap generation, and on equipment throughput without compromising product quality or equipment safety.

Director of Operations Shadin Avionics Saint Louis Park, MN
2006 to 2010
AS-9100 Certified
• Developed and implemented an outsourcing program for full turn-key contract manufacturing services of printed circuit board assemblies, reducing raw material inventory by $500K – a 42% improvement.
• Upon the departure of the Director of Engineering, became the Interim Director of Engineering to provide daily management oversight and guidance.
• Reduced work-in-process and finished goods inventory levels via in-process Kanban by approximately
$82K.
• Improved inventory turns from 1.2 to 2.1 in raw material, work-in-process, and finished goods by the implementation of lean manufacturing initiatives.
• Crystallized a brand-new manufacturing engineering team to support day-to-day activities and the ongoing identification and implementation of cost reduction opportunities.
• Developed and implemented a min/max inventory reorder point for class “A” and “B” products reducing finished goods inventory by $700K.
• Grew to be a major contributor by ensuring expectations were met relative to delivery, quality and cost.
• Trained buyer-planners to make our supply chain more agile and adaptable to demand uncertainties.

product lead-time improved by one day per week Mack Engineering a precision machining Co Minneapolis, MN
2008 to 2008
Minneapolis, MN ISO 9001: 2008 Registered
• Leveled production capacity to 80% allowing 20% for market fluctuations by changing the manufacturing shift structure from a 5-day, 8-hour shift to a 4-day, 10-hour shift and added a 3-day, 12-hour weekend shift for additional capacity, benefits: product lead-time improved by one day per week, headcount productivity improved by 0.5 hour per week per person.
• Deployed a quick changeover reduction program, a lean initiative known as SMED, making it possible to respond quickly to fluctuations in demand and helping to protect equipment uptime.
• Designed a performance cycle that focuses on equipment uptime, set-up reduction, lights-out (unattended equipment) and cost of quality to create a performance driven organization that provides a comprehensive alignment for on-time delivery, cost and product quality.
• Bridged operator certification program with the quality system by certifying operators based on process quality documentation, rework and/or scrap generation, and on equipment throughput without compromising product quality or equipment safety.

Operations Manager GN ReSound Bloomington, MN
2005 to 2006
ISO 13485 Certified
• Managed hearing aid shell making laboratory, stereo lithography apparatus and Superline assembly operations, approximately 300 direct labor and eight indirect supervisors.
• Created a capacity-planning tool to determine headcount requirements, line balancing and in-process Kanban signals based on customers’ daily demand.
• Participated and supported company’s growth initiative of hiring and training personnel.

Vice President of Manufacturing MCG – Motion Control Group New Ulm, MN
2004 to 2005
• Led supply chain logistics and operations of three manufacturing sites, two in New Ulm and one in Wuxi, China.
• Traveled to China once a quarter to assess operation activities overseas.
• Developed implementation plan for consolidating two manufacturing sites into one within New Ulm, with a projected annual savings of $150K.
• Enhanced “Introduction of New Developments” with facility in Wuxi, China by adding an electronic ECN sign-off process via Web.
• Improved product flow by using lean techniques such as Kanban to identify inbound / outbound non-value added activities between Wuxi, China and New Ulm – enhanced air vs. ocean shipments freight cost.
• Redefined and transformed quality system from a reactive mode to a proactive mode by implementing mistake-proofing techniques and poke-yoke tool concepts – data integrity, data analysis and troubleshooting.
• Established common Standard Work Instructions and Standard Operating Procedures across USA facilities and overseas location.

Director of Manufacturing ITT Industries Eden Prairie, MN
1999 to 2004
TS-16949 Certified
• Transformed the Eden Prairie manufacturing site from a mechanical and electromechanical assembly site into a state-of-art electronics site. Implemented a $500K SMT production line for in-house PCB capabilities.
• Built a $230K class 1000 clean-room for a new $8M customer account – Agilent Technologies.
• Transferred $25M manufacturing site from Eden Prairie to a cost effective site in Matamoros, Mexico.
• Had full responsibility for production start-up in Matamoros, Mexico.
ˆ’ Coordinated and installed all manufacturing equipment and ESD conductive floor.
ˆ’ Hired all technical staff at manufacturing and management levels.
ˆ’ Implemented process Kanban for approximately 800 part numbers, finished goods included.
ˆ’ Implemented E-Kanban with suppliers for approximately 375 part numbers. Estimated savings of $400K
per year.
ˆ’ Developed operator certification program and maintained same product quality levels as in the U.S.
ˆ’ Maintained and recertified manufacturing site in Matamoros in ISO 9002 while working towards the TS16949 transition.

Section Manager Seagate Technology Edina, MN
1997 to 1999
ISO 9001:14001
• Responsible for ten unit managers and 200 direct labor manufacturing employees of “A” and “B” shifts.
• Developed software tools for production forecasting and/or shipment forecasting.
• Monitored production cycle time for new developments to be equal to or less than 16 days.
• Controlled and maintained direct labor overtime budget within budget guidelines.
• Recruited and developed new unit managers for the new wafer factory.
• Managed day-to-day activities of support departments for maintenance and engineering.
• Developed and collected labor time data for all of Wafer East’s operations to be used in simulation software called “Factory Explorer” to determine manpower by operation.
• Prepared weekly and monthly production forecast to satisfy customer requirements.
• Complied with ISO 9000 standards and Clean Room standard operating procedures.
• Participated in the design of production managers’ core competencies

Production Manager Rilex, Inc., Electronic Assembly/Contract Manufacturing Saint Paul, MN
1995 to 1997
• Saved $50K annually by designing and implementing a manufacturing request for quote system.
• Developed and implemented part numbering system for MRP.
• Established staff training program covering internal procedures and documentation.
• Implemented self-directed teams successfully.
• Maintained good staff morale resulting in low employee turnover.
• Implemented a cost effective through-hole production line increasing sales up to $869,550 per year.
• Saved up to $68K per year by reducing labor cost and material cost, changing the ESD packaging method.
• Managed bottleneck operations by creating a SMT capacity analysis computer program.
• Improved quality, increased first pass yield from 97% to 99% in surface mount flex circuit assemblies by conducting a Pareto analysis, brainstorming, employees’ involvement and Deming’s cycle (Plan, Do, Check and Act). Corrective actions implemented were: new ECP plus SMT carriers, humidity room control system, convection oven temperature profile (cold solder problems) and fiducial design.
• Created a process numbering system. This helped Rilex to identify new equipment, established cost center and defined process documentation.
• Attended The National Electronic Packaging and Production Conference (NEPCON West ’96).

Production Manager Microtron, Inc., Electronic Assembly/Automotive Ford Minneapolis, MN
1992 to 1995
TS 16949 Certified
• Managed new developments, implemented a $2.5M mixed technology production line for Ford Motor Co. (central timer module) products. The first shift was opened without hiring new employees by balancing and optimizing current operations, e.g. mixed technology = surface mount and through hole technologies.
• Successfully implemented self-directed teams on the CTM line. No supervision was required.
• Saved approximately $90K. This was accomplished on the wiper control module production line (F-150, F-250 and F-350) by balancing the process (manpower) and establishing standard times for each of the operations. The standard times established a manufacturing benchmark for product costing.
• Encouraged and trained production supervisors to become facilitators.
• Created a capacity analysis computer program for bottleneck operations.
• Implemented the use of SPC in critical operations and promoted Deming’s cycle.
• Contributed in preparing a new employees’ handbook.
• Prepared a production relocation plan for Microtron’s new facility.
• Attended The National Electronic Packaging and Production Conference (NEPCON West ’94).

MBA University of St. Thomas
Minneapolis, MN

Bachelor of Science Industrial Engineering Polytechnic University of Puerto Rico

Associate of Arts Industrial Engineering University of Puerto Rico

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Lean Six Sigma Black Belt

Lean Six Sigma Black Belt