Ramon Bosco

P&L responsible for a $450M business and 550 employees. Processes: Plating, Stamping, Molding and Assembly

Responsible for the full operation of Piston Rings for OEM’s with a yearly revenue of $110M. Overseeing all departments including Safety, HR, Materials, Quality, HR, Etc... 650 team members between 2 sites. Cummins, GM and American Axle customer awarded for 2022 in terms of delivery and quality.

Dura is owned by Private Equity Middle Ground LLC. Responsible for the full operation of 2 businesses Unit. Roof Rails for OEM’s with a yearly revenue of $50M and Mass Transit (Windows) with yearly Revenue of $15M. Overseeing all departments including Safety, HR, Materials, Quality, HR, Etc... 220 total associates. Scrap reduction from 9% to 7% of VA sales. Efficiency Improvement for roof rails value stream from 77% to 89% using lean concepts. Turnover reduction in 12% using exit interviews, shop floor management 1&1 , townhall meetings and skip level meetings. Ebitda improve in 3% basis point.

Shiloh is owned by the Private Equity Middle ground Capital LLC. Responsible for the full operation including total P&L of a vertical integrated High Pressure Casting and Machining facilities with a yearly revenue of 65M USD overseeing all topics of responsibility including HR,Finance, OPEX, Quality. 250 associates. Meet and exceeded Q1 financial results - first time since 2017. DieCast Total Process OEE improvement from 31% to 45%. Green Quality scorecard achieved for Honda and Ford Total Scrap reduction from 35% to 16% for GM. Total Scrap reduction from 42% to 21% for Honda. Turnover reduction from 39% to 22%.

CI Manager working across 15 plants in North America deploying the TBS (Tenneco Business System). Driving Continuous Improvement Activities in order to reduce cost *Working in Operations supporting 2 of the facilities due the Covid 19 situation in order to support the business

- Regional CI Manager in charge of 5 plants in US, 4 in Mexico and 1 in Canada. - Work with local CI team to develop Continuous Improvement projects. Responsible to delivery $25M per year in savings within the plants. Savings are based on Conversion Cost Improvement (Labor, Scrap, MRO, Freight, Rework, Packaging, etc..) - Responsible for shop floor training using Lean tools. - Responsible to deploy all standard tools across the plants (Visual Management, Opportunity for Improvement, Value Stream Mapping, Kanban, 5s, Power Steering, etc..) - Key member in the Tenneco Strategy Alignment process - responsible to deploy the 3-5 years plan in the region. - 15 CI plant resources reporting as a dot line to me

• South America TBS Coordinator (Tenneco Business System) Projects involving Shocks, Elastomers and Exhaust systems. • Responsible of development and coaching several projects at Shop-Floor with hard savings around US$ 1.1Million (2014 – 2015) – Tenneco Awarded Examples of cost reduction projects: • Six sigma project leader across organization - scrap reduction with Hard Savings USD$90k/year • Cost reduction using lean tools at MAN Cell – USD$50k/year (2014) • Cost reduction using lean tools at Muffler Line – USD$100k/year (2014) • Problem solving expert using TMS and Six Sigma; Layered Process Audit implementation (QSB Requirement) • Led cross functional team to significantly reduce quality concern in suppliers with hard savings of USD$90k/year (2014). • Manage lessons learned and best practice from manufacturing projects. • Obtain and analyze data and then create projects in order to improve their metrics (ex: warranty issues, scrap, etc…). Use statistical software (Minitab) to help these activities. • Productivity increase at GM cell, from 52 to 75 parts/hour - Hard savings of USD$52k/year (2015) • Offal reduction for rods - Savings of USD 105k/year • Lean tools training ( Value Stream Map, Kanban, 5s, Set-up, Standard Work...). Six Sigma training for Green Belts and Yellow Belt • Obeya room implementation – Meeting with top management in order to identify and track cost reduction ideas (All areas = Manufacturing, HR, Finance, Engineering, Quality, etc...) • Top management training and approach. South America strategy deployment according Global Strategy. • DDI Master Trainer – 20 people was trained (All areas) in 2015. 2016 = 30 people (Group Leaders and Team Leaders) and Managers in Argentina and Brasil.

• Conducting training to develop Lean Facilitators ( VSM, 5S, SIPOC, Swin Lane, Kaizen, Fluxogram, 7 Kinds of Waste, Kanban, PDCA, etc..) • Conducting training to Top Management Team (Roles & Responsabilities) • Developing and Coordination of Continuous Improvement Projects (Foundry, Machining, Assembly and Office) • Representative of Brazil in Sulzer Lean Team with quarterly meetings in Europe to discuss the status of Lean implementation, present projects, define roadmaps. • Member of Strategy Deployment team, coaching the Top Management how to develop targets and action oriented through the company.

• Responsible for Technical Assistance for Customers (automotive suppliers), ensuring quality of parts, by analysis and action plan (corrective, preventive and indicators). • User of Quality Tools (FMEA, 8D, MSA, MASP,PPAP, CEP.) • Lead Auditor of 5S. • Audits of Processes, Systems and Products as established by the ISO TS.

• Development and coordination of two projects in the sector of Continuous Improvement, reducing $90k in inventory and 8% productivity increase. • Leader of the Lean Manufacturing tools (Kaizen, VSM, 5S, TPM, Kanban, Layout Alteration, Standardized Work). • Participating in Six Sigma projects as a Yellow Belt • Responsible for preparing monthly reports of quality indicators. • Participating in continuous improvement Workshops at suppliers. • Capability Studies, R&R and MSA. • Responsible for implementing the Statistical Process Control (SPC).