Manager Six Sigma

Rafael Espinosa

*** **** **** *****, *******, KY 40033 . 270-***-**** . *********@***.***

SR. LEAN SIGMA MANAGER ( SIX SIGMA BLACK BELT

EDUCATION

Masters Management Science Bachelor of Science

(Engineering Core)

Troy State University, Norfolk, VA 1995 GPA 4.0 United States

Naval Academy, Annapolis, MD 1984

EXPERIENCE

REYNOLDS FLEXIBLE PACKAGING/LLFLEX LLC, Louisville, KY

2010 - Present

Process Engineering Manager/Continuous Improvement Manager

. Defined and monitored critical process variables, ensuring capability and

control.

. Facilitated continuous improvement activities. Within two months after

being hired, led a Color Matching kaizen yielding an annualized $180, 572

savings from reduced number of attempts and cycle time.

. Introduced various process and software improvements such as poka-yokes

and autonomation, such as vision systems.

. Designed and implemented a MS Access application to support the control

of ISO documents; trained the entire staff.

. Mentored members of management and the hourly workforce on principles of

TQM and DMAIC.

THE OAK BARREL RESTAURANT, Lebanon, KY

2008 - 2010

Owner of The Oak Barrel Restaurant. Converted a building constructed in

1887 from a furniture store to a full service, family-owned restaurant.

AMAZON.com, Campbellsville, KY

2001 - 2009

Six Sigma Black Belt, Transportation Manager, Capacity Manager, Picking Ops

Manager

* Six Sigma Black Belt: Served 8 years as a SSBB at an automated, high

volume, 850,000 sq. ft. fulfillment center. As the senior site black

belt, facilitated the site steering committee in project selection,

management, and resource allocation.

* Managed several process improvement projects using the DMAIC and

DMADV/DFSS approaches with statistical and quality tools, one of which

saved over $1.2MM.

* Completed the company's Six Sigma Black Belt Course, and passed the Black

Belt Exam. Provided training and mentorship to the other Black Belts and

Green Belts throughout their projects.

* Influenced change in the company's "conventional wisdom" for certain key

processes through data driven analysis.

* As the senior site black belt, facilitated the site steering committee in

project selection, management, and resource allocation.

* Taught fellow managers how to improve their processes by using Lean

principles, 5S, quality tools, and Six Sigma in both formal and informal

settings. Highly developed communication and presentation skills.

* Selected to lead a Six Sigma Project across 5 different fulfillment

centers in North America.

* Transportation and Capacity Manager. Responsible for all inbound and

outbound logistics. Increased the storage capacity for the warehouse.

o Used a statistical approach to determine optimal bin dimensions

resulting in improved bin utilization, reduced clutter, and

significantly improving inventory accuracy in the new bins.

o Identified 32K cubic feet of inventory which was not selling, and

convinced senior leadership to move it from prime bin locations to

offline pick areas in order to make space for high velocity products

and improve Picking rates.

o Developed a database to aid in the scheduling of inbound freight, and

management of inventory as it is received.

* Picking Operations Manager. Responsible for the safe customer order

filling across four shifts, seven days a week, with P&L responsibility

and supervising four area managers.

o Led several process improvement projects resulting in an 11% YOY

productivity improvement for the 2008 holiday season.

o Revamped how new Picking associates are trained which resulted in a

10% YOY improvement in the learning curve. During the Christmas

holiday season, picking associates make up 30% of the work force.

o Hand selected by the Regional Director to perform a DMAIC analysis of

inventory accuracy which persuaded executive management to invest

$1.8MM on redesigning bins on 10 pick mod floors; Reduced the

inventory defect rate from over 4% to 0.6%, and improved the picking

rates on those floors by 20%.

o Developed several Access database and Excel spreadsheet applications

for various departments.

ZOOTS.com, Portsmouth, VA

2000 - 2001

Production Manager

Production manager for a high volume garment cleaning facility. Accountable

for P&L budgetary compliance, production, quality, environmental safety,

and logistics. Supervised 2 managers, 4 supervisors, and 70 employees.

* Directed production requirements and activities for a multi-shift, multi-

department dry cleaning and laundry plant, processing up to 40,000

garments weekly.

* Implemented systems and methods to measure and track performance

variables. Revamped the industry standard method for tagging garments.

Established an assembly line, increasing productivity from 50 to 77

garments per labor hour.

* Coordinated logistical requirements for transporting garments to/from

local stores and a home delivery warehouse in Virginia.

SOUTHLAND TECHNOLOGIES, Virginia Beach, VA

1999 - 2000

Shift Supervisor & Manufacturing Engineer

Shift Supervisor and Manufacturing Engineer for a high volume Tier 1

manufacturing plant of engine and transmission seals for OEM Automotive

manufacturers, Chrysler, General Motors and Ford Motors.

* Managed 32 injection molding presses and over 80 employees.

* Within one month of employment, root caused a leading source of scrap,

salvaged 10,000 parts, and saved the company $90K+.

* Initiated several process improvements to improve productivity and reduce

scrap.

* Implemented a KANBAN system for manufacturing which reduced wasteful

production activities and achieved labor reductions.

* Organized the storage and handling of HAZMAT to comply with OSHA/EPA

regulations, saving thousands of dollars by reducing the inventory of

chemicals.

* Implemented a mold protection system based on laser technology, which

prevents inadvertent damage to molds.

FEDERAL MOGUL, Hampton, VA

1996 - 1999

Production Supervisor

Supervised a high speed/high volume, Tier I manufacturer of automotive

headlamps for Chrysler and General Motors.

( Team Leader in Kaizen events to improve production line efficiencies

and support lean manufacturing/JIT.

( Selected as the "launch" supervisor for the semi-automated N Truck

Line. Maximized use of the line's PLC to track productivity

and POKA-YOKE workstations.

( Increased productivity 40% in T300 department, 600% in N Truck

department, and 12.8% in LH department.

( Decreased T300 department scrap by 48% in one year, N Truck

department scrap by 85% in one year, and LH department scrap

by 50% in 5 months, contributing to the total plant scrap rate of

0.95% for 1997. Drove the scrap rate in the Truck Department

down to 0.065%.

( Achieved a 0 PPM defect rate for N Truck line, contributing to the

plant quality level of 20 PPM with Chrysler.

( Developed and maintained a secure database to track performance

standards for Manufacturing. Provided for the "paperless"

recording and reporting of scrap, and offered a variety of reports,

trend lines, Pareto charts and Control charts which enabled

identification of problem areas/trends and assess overall

performance.

( Developed a database to plan and track the manufacturing requirements

for after market products.

( Contributed to a management team which received QS-9000/ISO-9001

certification in 1996.

( Awards:

o 1996 Chrysler Supplier Role Model Award for Continuous

Improvement,

o 1997 U. S. Senate Award for Quality and Productivity

Improvements

o 1997 Governor's Environmental Award for Manufacturers

o 1997 Industry Week Magazine Best Plants Award

o 1997 and 1998 Chrysler Gold Pentastar Award for maintaining a

supplier performance rating of 99 percent

o 1998 and 1999 Automotive News Pace Award for Innovation

o 1999 Awarded the Shingo Prize.

UNITED STATES NAVY, Norfolk, VA

1984 - 1996

U. S. Naval Officer - Operations Department Head

Managed the operations department with 10 officers and 290 enlisted

personnel.

. Completed the Navy's five week course in Total Quality Management

(TQM).

. Developed a TQM training program for 700 personnel, and facilitated

the Executive Steering Committee.

. Managed the Command Training Program for 1,200 personnel.

. Planned ship's voyages, and coordinated logistical and operational

requirements.

. Recognized for achieving a score of 96.1% during a major maintenance

inspection by the Type Commander, based on 9,013 scheduled maintenance

checks over a 13 week period.

. Prepared Deck department in 12 days for a short notice, six month

deployment, with all equipment operational.

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