Mirador de Bairoa – Calle 26 2-S #21 –
Caguas, PR 00727 – Tel. 787-744-1903
Email:
gilberto1@centroweb.net
Seeking a career position in Operations Management in the
Manufacturing Industry.
Extensive
manufacturing experience in Pharmaceutical and Medical Device industries in
progressively responsible positions.
Considered to be a dedicated, hands-on, hard working professional who
obtains results through the collaboration with superiors and subordinates, and
who is continually looking for ways to implement continuous improvement
philosophy. Possess excellent
qualifications as a facilitator and trainer and the use of Quality Tools such
as Pareto Charting, Flow-Charting, Cause & Effect. Member of ASQC. Bilingual (English and Spanish) and computer
literate. Available to relocate within
Puerto Rico and the United States.
Through
subordinate supervisors, managed the Manufacturing Department (Analytical Lab,
Chemical Formulation Lab, Clean Room, and Production Areas) and a total of 108
employees for a three-shift operation dedicated to the production of Memory
Intraocular Lenses.
Responsible
for managing the work of two supervisors and 147 employees in a three-shift
operation dedicated to the manufacture of Color Contact Lenses.
Supervised
a group of 45 to 60 employees in a three-shift operation in the areas of Print
Lab, Automatic Lathe, Toric Mills, Polishing Machine, Inspection Area, Labeling
and Compounding.
Supervised
five areas (Glatt Fluid Dryer/Granulator Coating, Granulation, Pan Coating, Jet
(Pulverization), CAP (solution)) and a group of 28 employees in the manufacture
of Pharmaceutical products in tablets and capsules. Served as Instructor Facilitator in the process of developing the
implementation of concepts such as quality, team work, and continuous
improvement.
Supervised
four Operational areas (Generation, Polish Glass Bead Tumbling, Staking Loop
and Label/Packaging Area) for this manufacturer of Intraocular Lens.
·
Although the
manufacturing processes were documented, most left out a lot of specific
details about operational matters.
Decided to develop flow charts of each of the stages of the production
process that included all details not present in the written procedures. This resulted in being able to fully understand
the process. The flow charts were also
utilized in the development of cross training programs. Corporate R&D utilized them in the
process of developing a re-engineering program at the site.
·
After analyzing
production efficiency, it was identified that 25% of production was being lost
due to production defects. Developed a
cross-functional work team to define causes for defects utilizing quality tools
(Pareto Charts, Cause & Effect, Affinity Diagrams, etc.) to determine
priorities. Developed spin-off teams to
work on all causes for defects and met weekly.
Identified major causes that were mostly related to standards. Developed new standards as required,
re-certified established standards, clarified specification for inspection,
retrained inspectors and operators.
Product acceptability was gradually increased from 75% to 92% in a
six-month time frame.
·
Was assigned to
implement a change in focus of the Quality Assurance Inspection function. QA Inspectors were transferred under
responsibility of Production and given the role of Line Facilitators. The focus for quality was transferred to the
Operators. The Line Facilitators were
trained in six modules developed that included Administrative and Technical
roles, including the use of Quality Tools.
Employees were now empowered to make decisions, the number of inspectors
was reduced, production process was more agile, and productivity was enhanced.
·
The process of
painting the lens color was causing ink Spot and Spike defects resulting in a
5% product reject rate. Within the same
unit identified causes and defined the elements that were causing the
problem. Performed different tests and
trials on materials, conditions, and process to identify ideal conditions to
eliminate causes. Found that temperature
was to be set at 70 to 72 degrees.
Defects were reduced to less than 1% in a seven to eight month
period. Increased positive variance
from projected $1M to $4M. Three
percent (3%) of positive variance was shared with employees through incentives.
BSBA Industrial Management –
Concentration in Production Management
·
Trained in the Quality
Auditor Academy, Quality Engineer Academy, and Quality Management Academy of
the American Society of Quality Control.
·
Since 1994 serve as
Professor in Master Degree program at the University of Turabo in Caguas. Courses taught are Materials Management, Operations
Management, Quality Management, Forecasting and Inventory.