Alex Rosas

Integer is a global medical device manufacture, my location specializes in Cardio implants. I am directly responsible for the delivery of a high quality medical device product that meets our costumer demands. Collaborating with EHSS management, manufacturing engineers, quality engineers and NPI teams, I positively and intentionally drive our plant leadership team to success.

Safety:

• Worked with EHSS manager to implement and uphold our company safety standards to immediately reduce safety incidents.
• I builded trust with the team to bring up their safety concerns by changing a safety system that highlighted their mistakes with one that encourage and rewards safety efforts.
• Ensured compliance with safety regulations and maintained a safe work environment for all personnel.

Quality:

• In collaboration with the QE and the ME managers, we monitor, improve and develop processes to meet customer qualification in our products.
• I analyzed data every morning from daily reports to identify trends in production performance metrics.
• I created a weekly meeting to address mechanical/maintenance driven quality opportunities
• Put back into action our preventative maintenance program
• I am a champion (leader) of several cost of poor quality (COPQ) projects that are design to improve quality, reduce defects and impact the button line.

Delivery:

I am directly responsible for achieving our monthly revenue targets by the producing the highest level of quality products in the safest way, in a cost effective manner.

• Monitored and improved efficiency of processes, team performance, and customer service.
• Directed operations staff by providing guidance, training, and support in order to meet company objectives.
• Improve and direct daily morning tier meetings to monitor our production needs and improve cross departmental communication
• Developed key performance indicators to measure effectiveness of operational processes.
• Implemented smart boards to monitor daily Safety, Quality, OTD, Scrap levels, month to date financial targets.
• Led cross-functional teams in problem-solving activities related to process improvements or new product launches.

Cost:

As a champion of several COPQ projects I was able to bring substantial cost reduction through process improvements and the reduction of scrap.

• Performed cost analysis for various projects to determine budget requirements.
• Performed analysis of our forecast and determine a 13% labor reduction due to customer demand
• Through a Kaizen event, we identified 3 key areas of improvement in one of our value streams bringing an overall cost reduction in scrap of $2M for 2024

Directly work with managers, supervisors, and leads daily to coach them on leadership, SQDC driven manufacturing practices, and continuous improvement.

I am directly responsible for 6 different departments of this organization; CNC Machine Room, Acrylics Fabrication, Fixtures Assembly, Fulfillment Fixtures Assembly, Prototyping, and Scheduling.

Safety:

Coached, and mentored safety site leads, and employees to support our safety procedures. I participated in a weekly/monthly safety inspection and training of different areas, nurturing a safety first culture. As a result there have been 0 recordable incidents in the last 3 years.

Quality:

The Bernard Group believed that each employee is in charge of delivering the highest level of quality, therefore, we did not have a Quality Team. As a result and in collaboration with all my managers, we development the first training programs of the company, with SOPs, and standards throughout all of the Internal Fixtures departments. A training matrix for each of the production areas with development and succession plans.

Tasks that our team worked on to improve our overall quality:

• Creation of a quality inspection sheets that were customizable for the different and one of a kind jobs that we had
• Every other hour 2nd signature in quality inspections, inspecting to the drawing level.
• We have four different quality measurables for each job ran that is called, "The FAB4".
• An hour by hour board
• Quality sheet
• Sample with a sample tag
• A traveler
• In addition, I continuously work with other teams of the organization to better serve and support each other.

Delivery:

The implementation of my CI Classes and GEMBA walks, allowed employees and teams to better understand the impact that applying this methodologies have on a day to day basis. Anticipate production needs and problems and bring up concerns immediately to direct supervisor so any remediation necessary can be quickly implemented.

In this area we tracked a few different KPIs.

• OTD, On-time delivery percentage was at 63% when I joined the organization. Within 3 months I brought it up to 92% and finished the year on a 94% average. The following 3 years we averaged 98% OTD
• Rework and scraps measure at 12% when I joined the organization. This was a significant project to achieve the company’s target of 2%. However 2023 we closed the year at .54% rework on all jobs.
• Labor Utilization at a extremely healthy 82% (OEE)
• EVA estimated vs actual, our overall company target was set at 100%. The target I set for my teams was a 25% reduction and my teams average a 18% a year.
• In addition, we developed a daily production meeting to better understand and forecast the needs from our ever growing and changing organization.

Cost:

Our Cost Reduction projects were conducted with a KATA project.

I received an award for cost reduction called Brown Belt Achievement, due to reducing temporary labor cost by $137,000 within my 2nd year by improving our quality processes, training and applying CI principals. Having better trained employees brings productivity up, as a result we needed less labor.

• Performed cost analysis for various projects to determine budget requirements.
• Drive improvements in material flow, including cell design, material delivery and feedback to estimating teams. Interact with other support departments as necessary.

Accomplishments:

• Year over year, my department was able to put an additional $3.6M directly to the button line with daily monitoring of jobs and reducing manufacturing waste.
• Motivate, mentor, coach, manage, and train employees for professional development, employee engagement, and the creation of a safe and inclusive environment.
• Employee engagement, the most recent result I am proud to say was the highest score in the company.

Historically, the first year my team scored a 4.21, followed by a 4.74, and recently a 4.83

• Creation of developmental tier levels in all positions in the department, to show a clear path of growth to all employees

At BE Pressure I directed the operations and logistics of a multi-million dollar global organization invested in power equipment and AG parts.

In addition, I had the opportunity to developed and implemented operational strategies to maximize efficiency, reduce costs, and improve customer satisfaction, transforming an already successful business, into a world class organization.

Safety:

Through the implementation of a safety committee & a safety program, I was able to build a safety first culture and the lowest rate of incidents in the organization. In addition, we created safety classes that allowed us to train our entire team and develop a few of our leaders into safety captains, to nurture safety at all times. All employees were encouraged to bring up safety concerns, near misses and ideas to improve.

Quality:

In collaboration with my Q.E.s we map value streams and created our production processes, (SOP) as well as a training matrix. We applied statistical process controls (SPC) and quality key points throughout our production process, (flow>run>control charts, smart boards etc)

My input and leadership in the implementation of continuous improvement methods (LEAN) was crucial for the success of that project. I developed a CI Basics class were we talked about 5s, 8 waste and production flow. These helped us tremendously with the implementation of standars and GMPs.

Some additional tasks that our QA team worked on:

• Develop a matrix with a go no go standard to help the production team make accurate quality decisions.
• Keep accurate documentation and traceability of serialized product.
• Make sure that all supervisors perform quality inspections in their designated areas.
• Oversee all product development procedures to identify deviations and variations from quality standards.

Delivery:

Working closely with the production and scheduling managers, we created and revise a daily, weekly, monthly, quarterly production schedule based on customer demand and forecast. Also, a production meeting to keep track or progress and ensure on time delivery. With that, we were able to keep a 98% on time delivery over 4 years.

These are some of the strategies applied to archived this goal.

• Implementation of 5s, 8 waste and production flow (LEAN Methodology)
• Track data per value stream and analyzed it to make the appropriate adjustments.
• Setting SMART goals as a part of each employee’s development plan and track success.
• Make production processes safe, excellent, and cost effective.
• Identified Quality key points at receiving, and production stations to document and resolve supplier corrective action reports (SCAR).

Cost:

Through Kaizen event, we achieved a significant cost reduction on several areas of the organization. From identifying the ideal vendors to understand the overall efficiency (OE) and reduce the labor cost.

• By understanding our OE vs Customer demand, I was able to reduce our labor headcount by 30% in my 2nd year. This same year, BE had a substantial increase in sales representing an additional 26% in revenue in quarters 2-3. Delivering the demand with zero OT.

Leadership:

• Responsible for the overall strategic direction, coordination, and success of each department. Provide effective, safe, and efficient working conditions, space, resources, and a positive environment that will maximize the effectiveness of employees in accomplishing the objectives of the company.
• Develop & mentor employees. Direct & assign work, administer labor contract and compliance. Foster positive workplace. Communicate effectively
• Directed the strategic team to design, develop and carry out business operating models – including vision, strategy, performance metrics.
• Recruiting and building a team with strong values.
• Develop and implement 1-1 meeting between supervisors and team members.

Accomplishments:

• I was to developed manager and supervisors into great leaders that people like to work for, that not only are proficient and successful at their responsibilities, but engage with their employees at a higher level, creating a high level of employee engagement.
• During my 4 years in the organization I held the title of the most successful site out of the 9 branches. Consistently producing in the safest way, at the highest level of quality, in the most effective way.

Minnesota Knitting Mills is a company that has been dedicated to serve their customers for over 100 years.

• Monitored the daily operations of the production team, providing guidance and support as needed.
• Ensured that all safety policies and regulations were followed in accordance with company standards.
• Developed and implemented production schedules to ensure timely completion of projects.
• Conducted detailed analysis of business requirements and developed test plans to ensure quality assurance.
• Reading blueprints and instructions to comprehend the quality expectations for the product and supplies.
• Approving or rejecting raw materials with respect to quality standards, and record supplier performance, per batch.
• Data analysis and creation of status reports.
• Selecting output samples and quality checking them using appropriate methods.
• Keep accurate documentation and perform analysis report.
• Make sure that all supervisors performs quality inspections in their designated areas.

Accomplishments

• Increase the productivity to meet customer demand from 34,000 parts a month to 100,000 parts a month in the course of 90 days.
• By 3rd quarter, we were able to continue to meet customer demands with zero over time
• On time delivery consistently at 99%