MARCELINO DE SANTIAGO abmdu8@r.postjobfree.com hm 956-***-**** cell 956-***-****

LEADERSHIP PROFILE

• Proven track record increasing revenues and maximizing profits

• Reliable, strong leader and change agent offering 21+ years of manufacturing operations expertise and a

proven ability to increase revenues and maximize profits while adhering to the highest standards for quality,

safety, and environmental controls.

• Hands-on leadership approach with strong focus on execution; achieve extraordinary results through

employee development, inspiring excellence, and building strong teams.

• Analyze complex processes to find and implement cost-effective solutions leading to greater business

performance.

• Demonstrated success in organizational development, sales and marketing, customer service, finance,

supply chains, distribution and logistics, technology, and manufacturing engineering.

• Passionate about productivity cultures lean/six sigma. Bilingual (Spanish and English) and bicultural;

knowledgeable in international business cultures, particularly in US and Mexico.

AREAS OF EXPERTISE

Plant Operations (low & high volume) Manufacturing Strategy

Surface Mount technology Business Development

Plastic and metal injection molding machines Contract Negotiation

Operations Excellence Quality Assurance

-Six Sigma Processes Strategic Planning

-Lean Manufacturing Cost Control

-Jidoka (Toyota way) Business turn around

-Continuous improvement

- Value added & Process Engineering (VA/VE)

PROFESSIONAL EXPERIENCE

Johnson Controls Inc 01/2008 – 04/2010

Pharr, TX and Reynosa, Mexico Building Efficiency Division

General Manager

Direct 3 manufacturing facilities vertically integrated, with revenues for more of 300MM dollars per year and a

materials budget of 160MM dollars. P&L responsible. One of the facilities was dedicated to the production of

controllers and sensors, for heat, ventilation and air conditioning devices, vertically integrated; it has its own

plastic injection molding area (20 machines), and an SMT area, with 6 lines, working 7X24hr. A second facility

was for panel and valves production. We were producing enclosures with our controllers. Also, our valves

production was the for the refrigeration business. Here, we were also using our sensors from our electronics

plant. The third facility in Pharr, TX, is where production of our entire “Buy American” program for the US

government was located. This is a plant with very skilled labor producing controllers and sensors or panels. This

facility also serves as the warehouse for all in- and out-bound materials. Our total head count is 1000

employees.

• Deployed Jidoka (from Toyota), process to improve our quality in our outbound materials. We are the number

one plant in the American Continent with highest ranking in our quality audits. Estimated savings 1.5 MM

dollars a year.

• We implemented a safety system based on observation and safe attitude. Based on this, the electronics

plant has 2.5 years with no recordable accidents; the panels and valves plant has 1.5 years with no

accidents. Our plant in Pharr, TX, has 6 years without a recordable incident. It has been a very successful

program copied as ‘best business practices’ by other plants inside our division.

• We also deployed, and give a great impulse to the productivity cultures, as this was one of the broken pillars

of these operations when I arrive. Today, we are saving more than 3.6 MM dollars for lean and Six Sigma

cultures. We implemented very successfully the yellow belts program; we trained our operators to give them

empowerment and to help us with project savings. One year we saved 300K dollars, and the next year we

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Marcelino De Santiago

expected 500K dollars in savings. More importantly, the inertia of savings projects comes in cascade from top

to bottom, creating a new working culture base on cost savings and process improvement

• We implemented a customer satisfaction area, to provide better and faster service to all our external

customers. With more of 170 calls per day and 150 emails, this center has become one of the most important

parts of our customer communication. Our customer’s survey went from 40% satisfaction to 70% in just one

year.

• Under our initiative, we implemented TPM in all the plants thru our program Maximo; it is difficult to evaluate

the amount of savings, but our mechanical availability when from 40% to 80% in our critical machines for the

SMT and molding injection area.

• Improved supply chain by changing 70% of total European supplier to America, with the execution of a macro

project to face in/face out more than 3500 pat numbers. Savings in PPV and on time delivery, for around 4

MM dollars.

Black & Decker / HHI México 01/2004 – 12/2007

General Director Mexicali Campus

Directed two manufacturing companies and one returns center generating $1.2B in annual revenues. Oversee

operations at five facilities, administer $360M annual materials and operating budget, build and lead cross-

functional teams, and ensure the Customer Satisfaction Index remains at 98.5% or above. Provide leadership for

strategic planning reviews and operational excellence meetings (OPEX). Oversee MBO system deployment

ensuring compliance with corporate performance goals. Lead company’s Appraisal Development Process (ADP),

Succession and Development Plan, and Supply Chain Integration Project forecasted to save $10M annually

while eliminating shortages of critical raw materials. Communicate annual business plan & BSC key metrics and

plans.

• Improved labor efficiency 34% between 2005 and 2006; increased line utilization 10% by implementing VSM,

Kaizen events, and lean 7 basic waste tools.

• Saved $16M in 2006 through successful lean manufacturing, six sigma, value engineering, material cost take

out (MCTO), advance manufacturing engineering, and process engineering (PE) implementation projects;

maintained quality yields above target.

• Implemented (and oversaw audits of) EHS and Quality Systems that lowered operating costs $2M; reduced

TRIR from 1.22% to 0.09% and LTIR from 0.54% to 0% establishing the division’s first safety-focused plant.

• Implemented competitiveness plan that generated 30% more revenues in the Price Pfister unit, positioned

company to compete effectively against China, and generated additional revenues from China.

• Spearheaded implementation and deployment of a cultural change strategy (the “Winning Culture”) that

helped ensure operational efficiency and success at all levels of the manufacturing process.

• Implemented TPM for all metal forming machines and fabrication machines with mechanic availability

increasing up to 70% in some of the older machines.

National Manufacturing, 2003 – 2004

Operations Director

Held full P&L accountability for eight North American manufacturing plants. Designed more productive layouts

and allocations for all eight plants, managed $10M project to redesign and re-equip two plants. Implemented JD

Edwards-based ERP system, and developed new projects to increase productivity levels and achieve industry

benchmarks at all eight facilities. These were metal mechanic plants with a high investment in metal forming

presses, drilling machines, and zamac molding injection machines.

• Down-sized indirect personnel levels saving $2M per year while simultaneously increasing production and

revenues 25%+; saved additional $3M through downsizing through lean manufacturing, SMDE, and Scanlon

system implementations.

• Restructured warehousing systems improving picking and invoicing and decreasing delivery times;

implemented a national cross docking system that improved fill rate to 98% (up from 75%), enabled 48-hour

nationwide delivery, and reduced distribution costs $1M annually.

• Helped design an accounts receivable plan that reduced outstandings from 120 to 75 days.

• Implementation of the TPM for the more than 50 progressive presses, metal stamping and finishing lines we

had in the plants.

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Marcelino De Santiago

Madisa-Caterpillar, 1996 – 2003

Regional Operations Manager 2000 – 2003

Regional Product Support Manager 1998 – 2000

Regional Sales Manager 1996 –1998

Managed regional operations for the largest Caterpillar sales and outsource maintenance provider in Mexico.

Developed new business relationships, negotiated service contracts, established contracts with major clients

(CAT, P&H, DBTAmerica, Metso, and Ingersoll Rand), implemented six sigma program and Future Date Ordered

(FDO) warehouse system, introduced and championed multi-media-based self-training programs that reduced

training costs up to 50%, and developed an inventory plan that improved product delivery times. Improved

company’s visibility through aggressive multimedia marketing strategies, promotional discounts, open houses,

and trade shows.

• Grew labor revenues 25% through process and productivity improvements; improved sales 20% in new

equipment and parts.

• Generated $1M annual cost savings by introducing an electronic method to measure labor time utilization;

coupled with a statistical program that helped identify savings opportunities.

• Expanded maintenance training program from 2,500 to 90,000 man-hours preparing technical staff for

expanded product support role.

• Negotiated 4-fold penalty charge reduction from 20% down to 5% for obsolete parts returns; decreased

total penalties $1.2M.

Peñoles Company, 1987–1996

Plant Operations Manager

Production Manager

EHS Superintendent

Supervisor

• Turned around plant operations delivering $3MM more in revenues, company’s most efficient facility;

decreased cost per unit 20% while becoming one of the first plants in Mexico to achieve federal

environmental standards (earned award for the having the safest plant within the Penoles division).

• Delivered $1.5M six sigma cost savings (the most ever achieved in the Penoles metals division); granted

“Excellence Scholarship” as a top performer.

PROFESSIONAL DEVELOPMENT

• Certified in Management & Business Administration, American Business School, Cambridge, MA

• Quality Control Systems (ISO/TS 16949), Lean Manufacturing & Six Sigma, Planning, and Finance seminars

EDUCATION

Master of Science Engineering 1994

The Colorado School of Mines, Golden, CO

Master of Science Economics 1994

The Colorado School of Mines, Golden, CO

Bachelor of Science Metallurgy Engineering 1987

University of Chihuahua, Mexico

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