Six Sigma Manager

Oscar Estrada, MBB

*** ***** ******** ****** . **** Bend, Wisconsin 53090 .

**************@*****.*** . 262-***-****

Vice President of Lean / Six Sigma

Strategic Planning / Employee Development / Procurement / Ambassador of

Change / Performance Measurement / Continuous Improvement / Budget

Management / P&L Responsibility / Cost Control /

Project Coordinator / Team Building / 6?igma / Operational Excellence

EXECUTIVE PROFILE

Proven success in analyzing complex situations and developing solutions to

operational problems. Leader with excellent motivational and communication

bilingual skills. Gifted in finding workable solutions when traditional

methods fail. Keen strategist with demonstrated success in team building,

cost controlling and a forever commitment to continuous pursuit of

excellence. Specialize in identifying and enhancing value added activities.

Highly organized, capable of developing and leading high performance teams.

Able to translate strategic vision into attainable objectives. Source of

know how to Train the Trainer.

SPECIAL ACCOMPLISHMENTS

o Implemented Lean / 6 Sigma Culture through the entire Business Flow,

Marketing through Suppliers in 2011/2012

o Train & Mentor 33 Yellow Belts in preparation of their Green Belt

course in 2011

o Train & Mentor 12 Green Belts in preparation of their Black Belt course

in 2012

o Improved fill-rates from 4/5 days lead-time to same day by implemented

the Supermarket Concept in 2012

o Developed the Strategy Deployment for the Top Level to align with one

common goal in 2011/2012

o Facilitated 78 formal Kaizen events with hard savings of 3.4m in

2011/2012

o Facilitated 105 formal Kaizen events with a goal of $8.28m, exceed by

identifying $16.5m in 2006

o Increased plant efficiency 4.5 %, saved $1.2m, manage 940 employees,

budget responsibility $21m

o Improved on-time delivery from 64% to 93%, P & L responsibility for 110

employees

o Saved $350k monthly by implementing 6Sigma, Kaizen, Kanban and

Continuous Improvement methodologies

o Reduced inventory levels from $14.8m to $8.3m. within eight months and

freight costs from $180k to $2k per month

CAREER SUMMARY

Kraft Foods (Oscar Mayer), Madison, WI.

Associate Director, Continuous

Improvement, 2013 to present

Responsible for Productivity, hard savings of $653.28m. Implement Lean/Six

Sigma concepts to achieve Operational Excellence.

o Introduced and coordinated Lean/Six Sigma Awareness within the Oscar

Mayer Business Unit (9 plants)

o Introduced Lean/Six Sigma to the front end of the business from Order

to Cash, Kaizen event taking the forecast to schedule

o Developed strategies to improve quality, productivity and efficiency

of all manufacturing operations

o Created and established Lean/Six Sigma Database for means of

communication and achievement of Operational Excellence

o Applied and trained leaders on Lean/Six Sigma methodologies, both in

conversion and business transaction (Marketing, Sales, R&D, HR, etc)

o Coordinated and conducted training to Green Belts, Black Belts, and

Master Black Belts by facilities on Lean/Six Sigma tools, forms, matrix

and measurements

Senco, Cincinnati, OH.

Vice

President Senco Business System, 2011 to 2013

Responsible for the strategies, implemented and reporting progress towards

continued improvement of Senco Business.

o Trained and certified SBS Champions, on Lean and Six Sigma tools with

all departments supporting and including the Operations, Hard Savings

of 2.9m (2012)

o Deployed and managed the Strategy Deployment at the Top Level, Monthly

meeting along with countermeasures to ensure goal attainment, targeted

EBITDA jump from 6.4m (2011) to 10.3m (2012)

o Reduced Operating cost in the Distribution Center by consolidating 4 DC

into 1 (Cincinnati), P&L responsibilities of 500k

o Implemented next day shipment in the Distribution Center and

Supermarket Concepts to improve productivity

o Implemented a policy and procedure in the following areas:

o Request for Quotes (RFQ), min of three bid process, with X-

metric guidelines to capture true total cost of ownership

o Gross to Net, Green Belt project to capture over 1.4m annualize

savings

o Tracking & Validation process to report out monthly savings on

all Lean/Six Sigma projects

o Manufacturing Overhead Expense, Green Belt project to capture

over 2.6m annualized savings

o Acquisitions audit to evaluate EBIDTA opportunity through

growth, markets, and cost down

Smurfit-Stone- Container Division, Chicago, IL.

Corporate Procurement, 2008 to 2011

Responsible for the Procurement Sourcing for the Central and Midwest

Regions (43 Plants)

o Assist in the development and execution of long-term sourcing

strategies that deliver a competitive advantage to the business,

applied Lean/ Six Sigma tool, XY metrics

o Develop and execute regional sourcing strategies for assigned Areas and

Plants within Region including supplier selection, development and

overall supplier management, applied Lean/Six Sigma, TPI (Transitional

Process Improvement)

o Shared ownership of supplier relationships within the Region with

Regional Sourcing Manager.

o Utilized Sourcing best practices and data/process analysis to drive

price savings and productivity gains for designated categories of

expenditure.

o Drive Sourcing vision with cross-functional stakeholders. Collaborated

with internal partners to evaluate business processes and identify and

implement improvement opportunities.

Praxair Surface Technology, Indianapolis, IN.

Global Director of Lean/Six Sigma, 2006 to

2007

Responsible for Productivity, hard savings of $8.28m, exceed by identifying

$16.5m in 2006. Implement Lean/Six Sigma concepts to achieve Operational

Excellence.

o Introduced and coordinated Lean/Six Sigma Awareness with Global

employee involvement (9 countries, 29 sites, 7 languages)

o Developed strategies to improve quality, productivity and efficiency

of all manufacturing operations

o Created and established Lean/Six Sigma Database for means of

communication and achievement of Operational Excellence

o Applied and trained leaders on Lean/Six Sigma methodologies

o Coordinated and conducted training to 10 Global facilities on Lean/Six

Sigma tools, forms, matrix and measurements

Dorel Juvenile Group, Columbus, IN. Director of Manufacturing

(Lean/Six Sigma), 2003 to 2006

Responsible for the P&L of Manufacturing, managed over 940 employees.

Implemented Lean/Six Sigma concepts across the company

o Developed strategies and implemented reporting progress systems towards

continuous improvement of quality, productivity and efficiency of all

manufacturing operations (daily management, hour by hour).

o Implemented and introduced the Dorel Business System (DBS) to

corporate. Major cycle time improvement-savings

o Trained and certified 9 DBS Champions, and 4 Shop Floor Supervisors on

Lean/Six Sigma Concepts to improve the Operations

o Increased plant efficiency by 4.5% over 2004 plan. annual savings of

$450,000

o Reduced excessive indirect labor head count by 21, $840,000 annual

savings. And WIP by 50%, from $1.2 mil to $625k

Prior:

Gast Manufacturing Inc. a Unit of Idex, Benton Harbor, MI Lean

Manufacturing Manager, 2001 to 2003

Federal Mogul, Franklin Park, IL.

Plant

Manager, 1999 to 2001

Culligan International, Northbrook, IL.

Senior Production Planner, 1996

to 1999

AWARDS-RECOGNITIONS and PROFESSIONAL MEMBERSHIPS

o Recognized in the 75th Anniversary Fortune Magazine "Special Issue",

September 19, 2005

o Executive Level Leadership and Career Success, Quality Training

Institute

o American Production Inventory Control Society (APICS)

Education: DeVry University, BS Business Operations, October 1996

The Quality Training Institute, MBB Lean / Six Sigma, June 2001

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