Six Sigma Management

CHRISTIAN V ZELLET

**** ****** **** #*** ****: 607-***-****

Stockton, CA 95207 abkvmx@r.postjobfree.com

Executive Summary

Global Operating and Management Executive successful at building high-performance teams

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and sophisticated manufacturing and service organizations with P&L responsibility.

● Skilled at establishing operational excellence within culturally diverse environment, translating

conceptual models into specific growth strategies, and planning/executing multi-faceted global

development campaigns designed to improve market share and gross revenue.

Core Qualifications

Expertise in Lean Manufacturing

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● Innovative professional with years of implementation, Strategic Planning, Cost

progressive management and TPS expertise; Containment, Budgeting/Finance, Customer

solid experience managing Cross-Functional Service, and staff coaching, supervision and

teams, Staff Development, and Change. mentoring.

Professional Experience

DIRECTOR OPERATIONAL EXCELLENCE - WEST REGION, 01/2006 - 05/2010

GREIF LLC – Merced, CA

Hold $26 million in P&L responsibility over 5 manufacturing and distribution/service facilities located in

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Western United States. Lead the strategic planning process, initiate growth strategies; provide strategic

guidance on operations, and direct capital creation efforts. Manage 7 direct and 400 indirect associates.

● Halted a 5 year decline in production efficiency and grew annual production operating income from $6

to $21 million despite a weak market and a newly expanded sales area.

● Recruited a world-class executive management team that rapidly developed an operating synergy,

revamped outdated business model to Lean Manufacturing, and executed a strategic corporate

revitalization initiative. Support Greif's Center of Operational Excellence by preparing and reviewing

training modules, implemented innovative programs to increase employee loyalty and reduce turnover.

● Improved overall productivity by 12%; created the lowest-cost manufacturing position within the

organization with $6 million annual improvement savings and created new revenue streams using Lean

tools: TPS, TPM, Value Stream Map, Vertical Start-Up, Six Sigma, Reliability, Continuous Improvement

Process, TQS.

MANAGER MOLDING DEPARTMENT, 12/2000 - 01/2006

BD MEDICAL SYSTEMS – Sandy, UT

● Directed all financial, budgeting, operating, compliance, purchasing, domestic and foreign marketing,

human resource, public relations, and administrative functions. Ensured timely execution of financial

reporting, operating forecasts, cash flow planning, new project evaluation, banking, taxation, legal,

regulatory, equipment maintenance, advertising, cost/pricing and related activities.

● Reorganized management, systems, and business operations with a resulting $150K in

monthly operating costs using TPS.

● Eliminated 2 unprofitable production lines, reduced staff from 218 to 167, and introduced the concept of

Lean Manufacturing,TPS, Six Sigma, TQS, Behavioral Based Safety, and teams; Raised project

completion rate to 87%.

● Implemented 5S concepts throughout the entire department. Managed TQM, Quality Planning, System

Analysis, Process Analysis, Quality Improvement, and Statistical Techniques with specific application in

the implementation of Management System such as ISO 9001, ISO 13485, ISO 14001, OSHA and FDA

regulations.

DIRECTOR OF TRANSPORTATION AND CONTINUOUS IMPROVEMENT, 07/1988 - 12/2000

R & S FOREMAN – Bethesda, MD

Hired as part of a new management team and charged with turning around this poorly performing

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family owned manufacturing and logistics company with full P&L responsibility for the manufacturing

operation and three distributions facilities.

Tackled a major staff morale problem by meeting individually with 40% of associates and

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deploying a new Continuous Improvement and health and Wellness programs. Programs were

extremely well received and associates satisfaction levels rose significantly. Fulfilled all record

keeping requirements using 360 Feedback, PDP, and IIG for employees' performance review.

Responsible for interviewing, hiring, training, coaching, terminating as necessary.

Cut product throughput from 10 to 5 days through constraint management techniques at bottleneck

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operations and visual management boards. Eliminated $1.5 million in “past due” orders by

increasing on-time shipments from 38% to 93% and safety stock levels from 45% to 95% through

visual Kanban system. Reduced warehouse inventory by 40% by eliminating overproduction.

● Developed and implemented the transformation process by using Oshin Planning and Value Stream

Mapping as strategic tools to train plant leadership teams at the company's Virginia, D.C., Maryland,

and Pennsylvania operations; reorganized strategic business goals into short-term, bite-size action

items.

Negotiated a six-year collective agreement paving the way for union employees to participate in a

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"pay-for-performance" bonus program and saved $160,000. Achieved a 9% cost reduction projects

by generating ideas with supervisors, engineers, and technicians; prioritizing cost savings ideas and

assigning resources.

Education

University of Phoenix – Salt Lake City, UT, USA

Master Business Administration

University of Quebec – Trois-Rivieres, Quebec, Canada

Master Project Management

University of Quebec – Montreal, Quebec, Canada

Bachelor Engineering

Affiliations

Six Sigma Green Belt

Keywords

Lean Manufacturing-Six Sigma-TPS-Change Management-TPM-Six Sigma-TQS-Value Stream Map-Culture

Change-Vertical Start-Up-Team Building-Continuous Improvement-Employees development-Kaizen-

Kanban-Operational Excellence-Coaching-Project Management-Supply Chain-Process Improvement-

Quality Improvement Methods-Manufacturing Change Implementation.

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