Ronald Geer

  • Erie US-PA
Ronald Geer


Results driven general management professional with experience in project, operations, production, and quality management. Expertise includes operational excellence, world-class quality systems and tools, and manufacturing best practice standards within both union and non-union environments. Inclusive leader with commitment to flawless “say-do” ratio. Recognized as results oriented professional committed to achieving high standards.

Work History

Work History
May 2009 - Present

Adjunct Faculty

University of Phoenix

Seasoned adjunct faculty with more than 4 years experience in planning and facilitating the following university courses:

 BUS210 "Fundamentals of Business"

 MGT216 "Organizational Ethics & Social Responsibility"

 MGT230 "Management Theory & Practice"

Results include delivery of course content, incorporating tangible experience, to more than ~500 university students.

Apr 2012 - Present

Senior Quality Program Manager

General Electric

Contribute to the overall strategy and manages complex issues within functional areas area of expertise, specifically dealing with the implementation of a new Quality System. Effect short-term and long-term business goals as a result of the implementation of a new Quality System. Areas of systematic impact include: Production Part Approval Process (PPAP), Document Control, Training, Quality Planning, Audits, and Corrective and Preventive Action.

 Accountable for functional, business, and broad company objectives

 Integrate and develops processes that meet business needs across the organization

 Plan, organize, implement and direct the application of assigned human and material resources to assure

delivery of products and/or services that meets established requirements and fulfills customer needs and expectations

 Maximize the use of assigned resources to assist GE in meeting its quality, schedule and profit objectives

 Establish goals, work plans, and budgets such that lowest cost and highest quality results are achieved

 Assure that unit activities comply with all applicable government regulations and contract requirements

 Assure audit of areas of responsibility for conformance to quality plans, systems, and requirements

 Analyze product losses, material review activity, manufacturing costs and maintain programs to meet


 Provide quality plans to monitor and report quality delays, control and monitor significant out of tolerance gages

 Develop and maintain a communication plan to provide employees with adequate information concerning business goals and objectives

 Establish the climate that encourages an open two-way channel of communication whereby employees exchange ideas/suggestions and share information

Apr 2011 - Apr 2012

Operations Manager

SPS Technologies, A PCC Company

Manage three (3) shift grinding, thread roll, and large bolt manufacturing operation, with more than 120 employees. Operational P&L directly contributes to more than $100MM of SPS Technologies' ~$225MM in sales annually. Responsibilities include management of safety, quality, ~$8MM annual budget, and delivery performance.

 Responsible for developing and managing a quarterly budget of ~$2MM while driving positive trend performance to budget metrics. Metrics include, but are not limited to: direct labor, indirect labor, and all other contributing operational costs. Results include an overall improvement in productivity of 20.9% and 9.9% improvement in total variable cost (TVC).

 Responsible for driving positive trend performance in Theory of Constraint (TOC) business metrics. Metrics include inventory management, supply chain management, labor productivity management, and throughput management. Results include 100% performance to TOC throughput targets quarter-over-quarter.

 Responsible for driving productivity pipeline project strategy to drive down operational costs, improve productivity, quality performance, and part production efficiency.

 Led the acquisition of ~$1.4MM in capital funding for 3 projects. Results include implentation of one capital project worth ~$300K within 3 business days of receiving the assets.

 Responsible for leading and mentoring employees, supervisors, subordinate management staff, and management development program candidates.

Feb 2010 - Apr 2011

Quality Systems & Engineering Manager

SPS Technology, A PCC Company

Manage quality program engineering and product engineering organization which supports SPS Technologies' ~$225MM operation.

Work closely with the leadership team to develop and implement a comprehensive quality management strategy and develop a culture of quality and continuous improvement. Provide leadership and support to ensure quality system and regulatory compliance by establishing Key Performance indicators and maintaining or developing supporting procedures for operation.

 Led institution of plant-wide quality improvement strategy, leveraging Toyota's A3 model, to drive operational ownership of improvement projects affecting the reduction of an EST. 35% in annual scrap and rework costs.

  Improved overall internal audit program by adding ~60% more internal audits with an on-time completion rate of 100%. Improvements yielded an average of >~50% reductions for all NADCAP special process and AS9100 audits.

 Improved quality test planning productivity by ~300% through the use of employee score cards and level loading strategies.

 Managed effective quality system toward continued external certification and compliance. Certifications include: AS9100, NADCAP Certification (Heat Treat, Chemical Processing, NDT, MTL, and Welding), FAA approval, and various customer approvals. 

Jan 2010 - Jan 2011

Vice President, Membership

Project Management Institute

Serve PMI Erie's 61 members from 26 local companies and internationally recognized corporations by providing leadership and direction for all membership activities within the PMI Erie local chapter.Provide membership solutions and support for individuals, retired professionals, groups, and student who wish to benefit from being a part of the world's leading not-for-profit professional association for project management.

Jun 2007 - Nov 2009

Process Quality Leader - Manager

General Electric

Manage quality system corrective action and internal audit performance. Lead both outsourced and quality improvement projects. Mentor six sigma green belts as required. Directly supervise three inspection and ~ 90 production staff.  Performed root cause analysis of product in-process rejects, which addressed realized failure costs of $150K. Implemented new process requirements to avoid recurrence yielding $585K in estimated annual cost savings while positively impacting our customer delivery commitments. Led manufacturing outsource projects valued ~$500K. Coordinated efforts between stakeholder functions including sourcing, manufacturing, engineering, materials management, and supplier quality, measuring and reporting progress weekly. Exceeded or met all established project timelines, receiving quality parts with zero defects from outsourced vendor.  Reduced cycle time for electric motor component process by 44%. Performed detailed six-sigma project and product validation plan, engaging engineering with design change request based on project findings. Approved plan successfully implemented without affecting product quality. Completed goal of twelve projects within twelve-month period by working inclusively with engineering and manufacturing departments. Effective project planning, communication, and analysis resulted in savings worth ~200K and reduced defects per million opportunities in excess of 1.1MM. Managed corrective action process across five plants for Propulsion business. Evaluated open corrective action requests for effectiveness and measured step completion performance. Reduced overdue corrective action requests from 25% to zero, while improving corrective action effectiveness and timeliness.

Jun 2005 - Jun 2007

Quality Manager


Managed all aspects of quality system, including supplier performance, interfacing with customer as needed. Led and mentored quality improvement projects and administrated corporate training programs. Directly supervised team of nine exempt and non-exempt quality staff members. Reported directly to President.

Improved inspection productivity by 60 hours per week, saving ~$68K annually, by implementing new automated inspection technology while remaining $70K under budget.

Administrated corporate training programs. Secured over $50K in grant funding for employee development. Successfully delivered training programs to over 150 employees.


Sep 2007 - Dec 2008


Keller Graduate School of Management of DeVry University

Awarded Distinction Status upon degree conferral.

2006 - 2006

Six Sigma Black Belt

Villanova University
2002 - 2006

BSBA, Project Management

DeVry University

GPA 3.44


2007 - Present

Six Sigma Green Belt

General Electric
2007 - Present

ISO 9001:2000 Lead Auditor

AQS Management
2009 - Present

Online Faculty Core Certification

University of Phoenix
2009 - Present

Online Faculty Axia Specialization

University of Phoenix


US Army