Rey Lozano

• Responsible for managing OM's Med Gas Operations of Source Vacuum & Air Systems, Pipeline, Aftermarket and Service Departments comprising of 3 Value Stream Managers, Field Service, System Assembly, & Pipeline Assembly Teams.
• Developed a process for accurate Forecasting and developed production planning process that aligned with the backlog.
• Responsible for managing OM Manufacturing Engineering Team converting what was mostly a Sustaining Engineering Skill Set to Industrial Engineering.
• Responsibility to manage Capital Expenditures to deliver highest return on investment.
• Responsible for Leading and Executing ESAB's Business Excellence (EBX) Program improving line efficiencies, lowering manufacturing cost, and improving Gemba communication through the Kaizen Process.
• Implemented SMART Goals for Med Gas and Manufacturing Engineering Teams that aligned with business objectives.
• Helped lead and support the strengthening of OM's CAPA (Corrective Action Preventative Action) Program by driving ownership of deliverables and working closely with QA/RA Leadership to develop SOPs to guide the organization systematically.

Accomplishments:

• Through 5S Implementation and Process Flow Improvement the team achieved 30% Process Time Improvement for Medical Gas Systems.
• Directed and guided Ohio Medical’s Mfg Engineering Team to design, develop, plan to Implement a software solution to optimize WSH picking to Fulfillment Packaging reducing Direct Labor by 60% while increasing packaging throughput by 50%.
• Directed and led Ohio Medical Mfg Engineering Team to design, develop and Implement a Semi-automated Flow Meter Assembly Line and fully automating Flow Meter Testing with Direct Labor reduction of 50% while increasing throughput by 80%.
• Due to Covid-19 Global Pandemic demand for Ohio Medical respiratory products increased up to 130%, led the efforts to ramp up the Medical Device Division working closely with HR and all Operations Teams. These efforts impacted the Vacuum Regulator Lines, Flow Meter & Medical Hose Lines.

• Managed the Sustaining Engineering Group & Quality Assurance Teams and the Production Managers to support and align resources to ensure OTD and to meet monthly Forecast.
• Implemented Daily Production Huddles, Digital Dashboard OTD & Schedule Display, Value Stream Mapping of Current State System Assembly Process. Implemented 5S & Visual Management

• Implemented 5S and updated OM Work Instructions in across all product lines.
• Implemented daily Lead Huddles and Leader Standard Work. Implemented Daily Production and Planning Cadence
• Improved Adapter efficiency through Lean Line Design by 35% and reduced headcount from 12 to 7 operators.
• Transformed in Medical Hose Area - Implemented one-piece flow, Visual Work Instructions, Introduced Digital Dashboards for Job Management & Metric Visibility and implemented off-the-shelf automated hose packaging equipment. Hose Area Transformation efficiency improved by 45%. Reduced Headcount from 14 to 9 Operators

• Coordinated OM Visual Management Program with Production leadership to educate team members on best practices to optimize productivity
• Developed and rolled out new policies designed to bolster productivity and reduce employee turnover
• Delegated Production daily tasks to employees, streamlining daily progress and efficiency

• Facilitate Vertical Startup Process for Commissioning, Qualification, and Validation for new equipment and new packaging line installations.
• Facilitate weekly Startup communication call with Site Core Team and Contractor Teams.
• Comply with FDA rules and regulations regarding equipment Startup Activities.
• Work closely & coordinate with site & vendor service engineers engaged in all commissioning activities.
• Form & Coordinate Factory Acceptance Teams and Site Visits.
• Conduct and facilitate daily CQV Huddles with Construction Manager and Contract Teams.
• Conduct systems walk downs and generate punch lists.
• Coordinate and facilitate cleaning, flushing, and pre-commissioning of all incoming equipment, components and packaging lines.
• Responsible for forming CQV Teams for line/equipment specific installations.
• Supervise and direct operations, maintenance, and contract personnel as facility progressed through commissioning and testing.

• Led company's Lean initiatives.
• Organized and led regular Kaizen Events focusing primarily on highly automated food packaging lines.
• Worked closely with production supervisors and teams to stabilize and improve employee relations.
• Established level-loading processes between among Pasta Press, Scheduling and Packaging Teams..
• S.M.E.D Team successfully reduced our Case Packer Changeovers from 20 to 40 minute down to 6 minutes resulting in 560 more cases per week.
• Redesigned the Seasoning & Dry Cheese Weight Control Program through Statistical Analysis, Machine Center-lining, SOP Sampling Redesign & Operator Retraining resulting in a $5K avoidance/mo.
• Developed ST 5S Auditing Team - trained and equipped 15 line operators in principles of 5S and the Auditing Process.
• To promote Safety through one-to-one coaching, auditing, and, if necessary issue corrective discipline.
• Provide Leadership & Development Opportunities to Production & Training Leads by giving them projects and responsibilities that support production needs, such as, leading CI Teams, Leading Line/Shift Start Meetings, etc.

• Led the design and development of a four week on-boarding and training strategy for our hourly work force.
• Partnered with department supervisors and managers in identifying Training Needs and Performance Gaps and meeting Business Objectives.
• Conducted department job analysis and incorporated findings by standardized a "best practice" method that all employees and new hires would be required to perform.
• Designed InSinkErator's Training & Simulation Equipment and the New Training Facility Layout, a $700K company initiative.
• Reduced the training equipment estimate of $280K down to $23K.
• Led the design of off-line simulation based training stations & line along with dedicated training devices with a focus on imparting production skill and skill fluency.
• Successfully restructured On-the-Job Training and reduced the normal two week training time onto production standard down to 3 1/2 days.
• Successfully on-boarded and trained 40 of 45 direct hire employees in 2013. A 89% conversion rate.
• Successfully implemented a Soft Skills Training Program for our company's agency workforce.
• Approximately 250 agency employees attended Soft Skills Training (2011 - 2014). As a result we improved our average agency retention rate of 38% (2005 - 2010) to 93%.
• Facilitated Human Resource Policy Training using interactive techniques. Using role playing, simulations, team exercises, group discussions, videos and lectures to instruct participants in a variety of ways.
• Administered performance reviews to evaluate each participant’s progress regarding HR Policy Learning, Simulated Training, & On-the-Job Performance.

• Supervised the Metal Forming, Die Cast, and Machine Shop Dept's.
• To conduct monthly communication meetings to explain any changes in company policy, work processes, performance indicators of the plant and department, and various other metrics.
• Enforce company policy as it relates to employee conduct & performance, and to issue discipline where necessary.
• Responsible for driving down our OSHA Recordable Rate down by raising awareness and issuing corrective action consistently.
• Responsible for minimizing indirect labor costs by effectively managing manpower and submitting cost improvement ideas & projects.
• To drive and initiate projects to reduce downtime, scrap costs and implement process improvements, using 5S concepts.
• While a supervisor I facilitated 5S Projects in our Strainer Cup Process where operators typically lost tools and was a difficult area to keep clean on a shift to shift basis. Here I instituted Housekeeping Guidelines and an error proofing mechanism that would stop operators from misusing the Kan Ban system for our various SKUs of Strainers.
• I also led a team of engineers, techs, and operators, in a DMAIC project to reduced the Bearing Pocket Assembly PPM levels by 50%. We were able to accomplish this by redesigning the Bearing and Shaft Sleeve, and by redesigning how the part is checked by calling for the AVE DIA of the bearing rather than just the DIA.