Employee Relations Lean Six
Resume:
WALDEMAR MARTINEZ
Del Rio, Texas 78840
Tel. 956-***-****
******@****.***
DIRECTOR OF OPERATIONS CONTINUOS IMPROVEMENTS & MANUFACTURING
Passionate Leader and Driver of Change
Summary
A skilled strategist with a demonstrated record of consistently delivering results performs global market and customer assessments to develop business transformation strategies and create innovative solutions, providing the necessary alignment and success, leading their execution. A catalyst in driving change within organizations through the deployment of Lean Six Sigma thought processes and tools makes a continuous improvement to achieve best in class industry performance.
PROFESSIONAL SKILLS
• P&L Management
• Operations Management
• Change Management.
• Continuous Improvements
• Staff Supervision (Staffing)
• Lean Six Sigma
• Total Maintenance
• Eight Discipline Problem Solving
• Customer Relation
• Material Manager
• Intricate Assembly
• Voice of Customer
• Conjoint Analysis
• Market research techniques
• Decision Making
PROFESSIONAL EXPERIENCES
Howmet Airspace, Acuña, Coahuila, México 2018 - Today
Senior Director of Operations.
Manages, plans, directs, and coordinates overall business unit to conform with established goals and objectives.
Achieves objectives by developing and maintaining a competent management team engaged in production planning and control, scheduling, materiel control, facilities maintenance, quality control activities, as well as, staff development and employee relations.
Initiates and supports continuous improvement of operational processes and support activities.
Oversee the managers and supervisors of manufacturing operations.
Set strategic direction to achieve production objectives, including labor efficiency and optimal utilization of capital equipment.
Provide direction, leadership, mentoring and guidance to the manufacturing leadership team. Further develop enhance existing performance improvement programs.
Establish, measure, and achieve specific performance objectives for all manufacturing areas.
Meijer’s Stores, Grand Rapids, MI 2017 – 2018
Director of Operational Excellence Supply Chain
Responsible for driving improvements for materials management, logistics, and production scheduling. Deliverables range across long-term planning, on-time delivery, inventory optimization and accuracy, freight cost optimization, and implementation of lean principles and tools.
Developed strategy and managed the supply chain distribution process, including ten distribution centers and 235 stores. Responsible for site security development, analytics, and usability design.
Delivered Lean Six Sigma training and developed a team that saved over $125 Million on stores and distribution facilities. Drive problem-solving culture and processes by example and through training and coaching of leaders, supervisors, and production associates 99%
Bel Fuse, Inc., Cinch Connectivity Solutions, Reynosa, MX 2013-2017
Director of Manufacturing
Create metrics and tools to measure key performance indicators including productivity, quality, safety, scrap rates, labor efficiencies, machine down time, and inventory levels to ensure manufacturing operations are running in an efficient manner.
Provide leadership, coaching, mentoring and direction to assigned staff, including hiring, performance management, training, and professional development.
Active daily management of manufacturing operations including production, maintenance and warehouse logistics supporting manufacturing.
Drive both short and long-range plans and objectives for improving operations, profitability, service, timeliness, quality, and compliance.
Identify potential improvements in service and transactional process flows and provide leadership in developing practices for maximum efficiencies and continuous improvements such as Kanban, Six Sigma, Kaizen and Lean
Corning Inc., Corning Cable System, Life Science Reynosa, MX 2009 – 2013
Senior Director of Quality Operational Excellence
●Provide leadership for employee relations through effective communications, coaching, training, and development.
●Manage material requirements to increase inventory turns and reduce levels on hand.
●Ensure compliance with Company standards for cost control, waste reduction, quality, OSHA, safety, and complete on-time delivery at the lowest possible cost.
●Determine operations staffing needs and ensures compliance with Company
●At the Life Science Plant, initiated a Lean Six Sigma project to eliminate customer complaints on vase impression. This implementation resulted in removing customer complaints. Increase customer satisfaction by 22%.
●Established a VSM plant with a saving of over $200k per year.
●At the Molding line, implemented a Quick Change Over from 2 hours to 28 minutes, by saving of $375k per year.
●Established a cleanroom environment in the Life Science Plant to reduce the level of environmental pollutants such as dust, airborne microbes, aerosol particles, and chemical vapors significantly 100%.
Ford Motor Company, Powertrain Division, Sharonville, OH 1999 – 2009
Director of Operations
Have the responsibility for ensuring the smooth operation of the daily work in the company, to ensure that a company's everyday activities run smoothly with the parameters to validate how efficiently and effectively the organization is operating. I will spend part of the time reviewing and evaluating business procedures ranging from office expenses to real estate assets. Will have the responsibility for overseeing the work of other upper-level management executives.
●Leading the process development and improvement activities supporting the supplier quality and yield initiatives. Providing leadership and support to vendors to ensure high-quality standards in all supplied components and material 100%.
●Offering support to distribution centers and facilitated the introduction of new Quality Systems technology for the Supplier test facility team 100%.
• Applied Six-Sigma problem-solving tools to determine a cause of supplier quality issues and provided logistics support to vendors on scheduling issues 75%.
• Implemented process improvements in Cuatlitlan, MX supplier plant through an application of Six Sigma Black Belt projects 100%.
Ford Motor Company, Michigan Casting Center, Flat Rock, MI 1992-1999
Plant Manager
Challenged with the turnaround of a failing Casting Center, a facility serving Ford, General Motor, and Chrysler automotive market.
●Delivery and service using a process-oriented systems approach to Castings manufacturing 97%.
● We have developed a strong management team by defining goals, expectations, and budgets while giving them the freedom to excel in their respective disciplines Casting building by 99%.
● Implemented and achieved QS9000 and ISO 9000 certification in just six months.
●Improved Casting Gross Margin from -59.4% to +8.5% (92%).
●Reduced PPM is from 2528 to 122 (97%)
●, Reducing Overhead from 9.2% to 325% (65%).
EDUCATION
●FLORIDA INSTITUTE OF TECHNOLOGY, Melbourne, FL.
●MBA, Statistics.
●He graduated top 3 in Class.
●EASTERN MICHIGAN UNIVERSITY, Ypsilanti, MI.
●BA, International Trade.
●Summa cum Laude.
SPECIAL TRAINING
Lean Manufacturing Sensei, Dearborn, MI.
Six Sigma Master Black Belt, Dearborn, MI.
HACCP FOOD
Technical Leadership Program in Manufacturing, Dearborn, MI.
Interpersonal Communications, Ford Motor Company, Dearborn, MI.
Lean Manufacturing Management Program, LMMP
Leaders for Manufacturing
Total Quality Management (TQM)
Six Sigma Leadership
Management Practices
HONORS:
Bilingual Education Academic Fellowship
Management Award, Ford Motor Company
Corporate Recognition Award, Ford Motor Company
Community Service Award - FMC Diabetes Walk
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