Warehouse Team Production Supervisor

Martin Hand, Jr.

Walden, NY *****

914-***-**** ********@*****.***

https://www.linkedin.com/in/martin-hand-7543bb95/

OVERVIEW:

Operations Executive with MBA and extensive experience in Lean Management and Lean Manufacturing. A leader who holds proven results in team building, implementing lean initiatives, creating safety-first environments, and building world class supply chain infrastructures in the medical device field.

SKILLS:

Proficient in Microsoft Word, PowerPoint, Outlook

Value Stream Mapping

5S

4 Step Cell

A3 and DMAIC problem solving

Lean Manufacturing

Leadership

Pull Systems

Financial Projections

Six Sigma Green Belt

LEAN RESULTS

Pull System

Led an initiative to implement a pull system for over 800 SKUs into the Investment Casting cell by taking ERP (Oracle) inventory reports and pulling the data in excel to act as “pull” or electronic Kanban.

Foundry Service level increased from 92% to 98%

Productivity increased from 78% to 83%

Lead time was reduced by 5 days

OT was reduced by $75,000 per year

4 Step Cell

Led (2) week-long kaizens to implement (2) 4 step cells in the Mold Injection department of the Foundry. With a 40 second cycle time, the team eliminated much of that waste by integrating the next operation of assembly into a standard process.

Productivity increased by 43%

Lead time through Wax reduced from 2 days to 12 minutes

Standard work created

Increase of employee engagement by adding influential operators to kaizen team

FIFO Visual Management System/Connected WIP process

Simultaneously led 2 lean projects to help reduce lead time. One project created a labeling system for all cases using colors and week schemes to make it clearly visible of which case is the oldest to the operator. The second project created a mini “pull system” through 70% of the value stream where work was not allowed to be performed unless operators had an empty transportation cart to move their WIP to, which had to come from downstream operations.

Lead time was reduced by 5 days to 10 days on average

EXPERIENCE:

Bendheim Glass June 2022 – Present

Director of Manufacturing Operations

Leader overseeing custom order life cycle of glass fabrication plant

Oversaw ERP integration

Implemented a lean visual management system.

Developed new KPI’s geared toward customer expectations

Reduced lead times from 10 weeks to 4 weeks

Restructured organizational structure for better support

Gillinder Glass March 2020 – June 2022

Vice President of Operations

Executive overseeing ISO certified glass manufacturing plant

Oversaw ERP integration

Implemented a lean visual management system.

Developed new KPI’s geared toward customer expectations

Established lead times by glass

Currently transforming organizational structure to lean culture

Ossur Americas January 2018 – March 2020

Production Manager.

Site Leader of 20-person prosthetic manufacturing facility

Re-designed organizational structure to support business and employee needs

Implemented a Lean Visible Management System (morning meeting) for manufacturing site

Designed, planned, and supervised major building remodel

oImplemented lean programs such as: 5s, Preventative Maintenance, Pull System

Achieved highest team engagement survey (Gallup) in a manufacturing environment in Ossur History

Oversaw full ERP integration

Oversaw the process of facility relocation

Facilitated a Lean Assessment at Ossur’s East Coast Distribution Facility

Praxair Surface Technologies September 2017 - December 2017

Operations Excellence Change Agent.

Responsible for creating a Lean culture through Lean implementations and learnings

Implemented a Lean Visible Management System (morning meeting) for manufacturing site

Implemented a Project Management Visible Management System for target qualification process

Stryker Orthopaedics December 2012 - June 2017

Associate Manager, Operations.

Manage overall Investment Casting Department operations including production, equipment maintenance, purchasing, planning, and continuous improvement projects, as well as the Lean Management program. Responsible for 2 direct reports, 75 indirect reports and $23M operating budget.

Achieved 100% participation in Gallop Q12 engagement survey (1st time ever in dept.)

Decreased incident rate to 13.94 in 2015 from 17.89 in 2014 by developing a safety-first culture by identifying safety risks and “focus on basics” mentality

Led a project team that implemented and validated a robotic gate grinder ($500k) which eliminated operators from using their hands as a fixture at that operation

Reduced man-made scrap by 1% by developing linked shell cart system

Implemented a pull system for Foundry by integrating ERP reports with pull logic in Excel, which increased service level to 98%

Developed a method to determine daily, month to date, and year to date Lead Time which became most significant KPI in Foundry

Reduced Lead Time from 19 days on average to 11 days on averaged

Implemented a linked WIP material handling system for Shell and Cast departments

Reduced OT by 25% in 2014 from implementation of Pull System

Discovered and led a cross functional project in which the introduction of right-angle CNC machining would eliminate the need for a cast threaded core, which saved Stryker over $1 million in cost savings per year

Developed accurate labor model by integrating Kronos labor reports into excel labor model

Implemented (2) 4-Step Cells in Wax department which combines Wax Injection and Wax Assembly

Cintas Corporation May 2007-December 2012

Service Supervisor April 2012 –December 2012

Manage 4 routes equaling $250k in yearly revenue and 4 service representatives to ensure world class service of uniform and other miscellaneous services that are provided to grow revenue for the company. Also, responsible for securing contract re-signing for all non-national accounts

Service Training Coordinator June 2011 –March 2012

Field: Service

Responsible for the onboarding and training of new service representatives to ensure they have the tools and knowledge to provide world class service. Also, responsible for auditing all service representatives to ensure world class service is being provided.

Production Supervisor June 2009 – June 2011

Field: Operations

Manage Cintas branch warehouse and 4 warehouse team members in the load/unload function of the business for 18 routes. Also responsible for the order, stocking, and fulfillment of all Cintas disposable products that are part of the service program for its customers.

Reduced consumable cost by 10%

Reduced OT by 15% by implementing a new unload process

Management Trainee May 2007-May 2009

Field: Operations/Service/Finance

Held multiple leadership positions throughout the 2-year program in the production, service, and financial portions of the business to get acclimated to the business to prepare for becoming a future leader.

No delinquent/expired contracts rolling over on route.

Completed six Green Belt projects

Lowered AR by 10%

EDUCATION:

Iona College, New Rochelle, NY

MBA in Management 2017

BBA in Management 2007

BBA in Marketing 2006

Cintas Corporation

Six Sigma Green Belt 2008

Student Activities

Member of the Iona baseball team 2002-2007

oTeam Captain 2006 and 2007

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