MARCELO EDUARDO OSORIO

**** **** **********, ******

Greenfield, Wisconsin 53228

414-***-****

abnurw@r.postjobfree.com

BACKGROUND SUMMARY

Plant Operations Manager, Lean/Six-Sigma Black Belt certified, with 18 years of progressive responsibility, P&L, and

executing operational turnarounds with domestic and international experience. Primary strengths include management,

technical skills, strategic planning, analytical problem solving, project management, software implementation, and change

management. Strong working knowledge of continuous improvement using Lean and Six Sigma practices.

PROFESSIONAL EXPERIENCE

REXNORD INDUSTRIES, Milwaukee, WI 2007 to 2009

A $60M mechanical power transmission and conveying components manufacturer.

Rexnord Business System Manager

Managed and supported 200 employees in achieving company initiatives in process improvement, cost and waste

reduction. Provided coaching, information, ideas, feedback and encouragement to team leaders, associates and

managers to promote and develop the Lean Culture.

• Facilitated Strategy Deployment process aligning improvement efforts and resources to achieve FY09 plant

goals such as the increase of earnings from ($5M) to $4M.

• Coordinated teams using Lean-Sigma tools to achieve bottom line results in procurement, materials, customer

service, and production. Reduced pre-production lead-time by 30% and inventory by 10%.

• Developed and implemented system to allow visual and daily management of warehouses product

availability. Improved availability from 82% to 95%.

• Collaborated on a team with marketing and finance to implement S&OP at the plant level to achieve

alignment of business goals with supply chain and production.

FILTER SPECIALISTS, INC., Soddy Daisy, TN 2003 to 2007

A liquid filtration products manufacturer.

Multi-Plant Operations Manager

Responsible for turnaround of a 100 person, $20M Tennessee and Mexico Operation. Coordinated transfer of

manufacturing from US to Mexico. Implemented logistics to effectively manage international product

distribution. Full P&L responsibilities.

• Implemented Lean applying Standardized Work to improve on-time deliveries from 50% to 98%.

• Increased revenue per employee in Tennessee operations, from $70K to $140K per employee within two

years.

• Developed and implemented a simplified, efficient scheduling and Kanban system reducing domestic

manufacturing lead time from 3 weeks to 1 week and international from 6 weeks to 2 weeks, as well as

increasing inventory turns from 5.1 to 9.8 in two years.

• Developed and implemented a simplified, efficient scheduling system, reducing employee turnover by 67%.

• Implemented a new ERP system followed by an MRP system.

BERKLINE CORPORATION, Lenoir City, TN 2000 to 2003

Reclining furniture and mechanisms manufacturer.

Senior Manager, Lean Manufacturing

Multi-facility Lean implementation responsibilities. Trained all corporate levels in Lean tools including 5’S,

Kaizen, Kanban, Visual Factory, Value Stream Mapping, measurement systems and TQM. Created Lean

strategy, prioritized Kaizen schedules; organized, led and facilitated teams.

MARCELO EDUARDO OSORIO

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• Reduced production lead-time for several families. Streamlined cutting process, producing savings of

$700K/year with a 9 day to 4 day reduction on production lead-time.

• Facilitated Kaizen events across all 5 facilities. One 4 day event reduced packing and shipping process from

11 to 8 people while maintaining the same throughput.

STANLEY TOOLS, Shelbyville, TN 1994 to 1999

A leading manufacturer of hand tools.

Manager, Manufacturing Engineering

Managed a Manufacturing Engineering Department of 12 Engineers, Maintenance and Tool & Die personnel.

• Championed transfer of a 250 person manufacturing facility and integrated into 50% of original space.

• Led facility-wide implementation of DFT (Demand Flow Technology). Applied process mapping to identify

product families and improve workflow. Reduced hammer line over 20% and decreased WIP by 65%.

• Conceived, installed and integrated robotic buffing and grinding processes, as well as automatic fixtures using

Fanuc robots and Allen-Bradley PLCs. Savings estimated at $500K/year.

MITSUBISHI MOTORS MANUFACTURING, Normal, IL 1991 to 1994

Production Engineer

Extensive work on projects involving system integration of vision and robotics using Mitsubishi base PLCs with

Fanuc, Komatsu and customized multi-axis robot systems.

• Coordinated addition of new car production assembly line with capital of $3M.

• Managed customized robotic pressing machine project consisting of 8 one-axis robot stations from concept to

installation and integrated with automobile assembly line.

WOODBRIDGE FOAM CORPORATION, Romulus, MI 1989 to 1991

Process / Project Engineer

Created start-up procedures and training for new car seat manufacturing facility and injection molding line.

EDUCATION

MS, Engineering Management, University of Tennessee, Knoxville, TN (2000)

BS, Mechanical Engineering, Polytechnic University, Quito, Ecuador (1987)

RELEVANT COURSEWORK

Six Sigma Black Belt Certification, Six Sigma Partnering

Kaizen for Leaders, Shingjutsu Co.

Demand Flow Technology, and Advance Mix Model, John Costanza Inst. of Technology

PLC and robot programming (Allen Bradley, Mitsubishi, Modicon, RG Controller, Karel, Motoman)

Effective Communications and Human Relations, Dale Carnegie

PROCESS WORK EXPERIENCE

Automated and manual assembly, grinding, buffing, welding, forging, stamping, packaging, injection molding, extrusion,

sewing

LANGUAGES AND AFFILIATIONS

Bilingual in Spanish and English

U.S. Citizenship

APICS Membership

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