Ricardo Moya-Quiroga Gomez

Senior Expert, Munich, Germany

Ricardo Moya-Quiroga is a Senior Expert with the Operations Practice based in the Munich office of McKinsey & Company. Since joining the firm in 2002, he has been implementing lean principles in manufacturing industries and administrative functions

Publications

Closing the profitability gap

A visual graphic illustrates how two-thirds of the improvement potential for manufacturers to boost on-site productivity isn’t on the frontline

The basic setup for competitiveness: making sustainable footprint decisions (Chinese Version)

Moving production to a low-cost country may be avoidable if companies are willing to ask themselves the right questions

The basic setup for competitiveness: making sustainable footprint decisions

Moving production to a low-cost country may be avoidable if companies are willing to ask themselves the right questions

Footprints into the future

Are companies preparing themselves for even more fundamental changes to come that will affect their global production networks?

Souki henkaku: Pragmatic operational improvement

Logistics companies are benefiting from a highly-focused approach to operational improvement

Rightsizing production footprints

To reduce overcapacity, manufacturers in the automotive industry need to re-think how and where they locate production plants.

Greening a brownfield

Building a new greenfield production system inside the walls of an old factory is sometimes the best way to increase capacity and productivity

A new start – without stopping production

A European automotive plant provides a case example of "greening" a brownfield plant

Greenfield redesign opens doors to expanding capacity

A European furniture manufacturer provides a case of example of "greening" a brownfield automotive plant

Traffic jam: Detecting factory bottlenecks

McKinsey evaluated six production facility bottleneck-detection methods and provides a "deep dive" into one of the most promising techniques

Working together to get the value chains right

Internal disagreements can hamper efforts to rationalize complex manufacturing and supply networks. Sometimes it is better to start from a clean sheet.