WALDEMAR MARTINEZ, MBA, MBB

PASSIONATE LEADER AND DRIVER OF CHANGE

EXECUTIVE SUMMARY

A skilled strategist with a demonstrated record of consistently delivering results performs global market and customer assessments to develop business transformation strategies in Injection Plastic, and create innovative solutions, providing the necessary alignment and success, leading their execution. A catalyst in driving change within organizations through Lean Six Sigma thought processes and tools makes a continuous improvement to achieve best in class industry performance.

PROFESSIONAL HISTORY

Howmet Aerospace, Acuña, Coahuila, México 2018 – Present

Operations Manager, Project Manager

Directed all aspects of the business with P&L responsibility for 61 CNC Machine operations with 880M annual volume with eight direct reports, six indirect reports, and 180 hourly employees. Directed report functions including Quality, Materials, Finance, H/R, Operations, and Maintenance.

Achieved and maintained a top ranking in direct/indirect labor efficiency measured by Best Business Practice (BBP) matrix for three consecutive years.

BBP matrix established best in class performance for 29 JIT facilities in N.A.

Plant ranked first in the world measured by the global BBP matrix.

Managed plant closure while achieving profit plan financial targets, 11 PPM rating, during the final production year.

Project Manager

Coordinate internal resources and third parties/vendors for the flawless execution of multiple projects

Ensure that all projects are on time, within scope, and within budget

Assist in the definition of project scope and objectives, involving all relevant internal stakeholders and ensuring technical feasibility

Ensure resource availability and allocation

Develop a detailed project plan to monitor and track progress

Manage changes to the project scope, project schedule, and project costs using appropriate verification techniques

Measure performance using proper project management tools and techniques

Cinch Connectivity Solutions, Reynosa, Tamaulipas, MX 2013-2017

Plant Manager, Master Black Belt

The team directed all facility operations with P&L responsibility for Boeing's internal connectors. Each plane takes 35,000 connectors. We can generate 760,000 units a month and $930M/sales annually with 11 direct, 70 indirect, and 500+ total employees. Directed report functions included Engineering, Financial, Quality, H/R, Operations, I.T., Materials, Continuous Improvement, and Maintenance. Utilizing TPS, Lean Manufacturing, and Six Sigma to work for Excellency

Successfully directed two unique platforms with two different customers, each over 35K units in volume.

Received merit award for moving a supplier business into the facility over a weekend and having it running with no customer interruption following an arson fire at the supplier facility.

309 EL Lago Camino

Del. Rio, Texas 78840

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

956-***-****

adxd4f@r.postjobfree.com

http://www.linkedin.com/in/waldemar-martinez-mba-mbb-52150934

HONORS

Bilingual Education Academic Fellowship

Management Award, Ford Motor Company

Corporate Recognition Award, Ford Motor Company

Community Service Award - FMC Diabetes Walk

EDUCATION

FLORIDA INSTITUTE OF TECHNOLOGY, Melbourne, FL.

Masters in Business Administration (MBA), Statistics.

Graduated top third.

EASTERN MICHIGAN UNIVERSITY, Ypsilanti, MI.

Bachelor of Arts (BA), International Trade.

Summa Cum Laude.

REFERNECES

UPON REQUEST

PROFESSIONAL HISTORY CONT.

Successfully built out an existing product (0 PPM or customer interruptions). Simultaneously, the full-time workforce transitioned to a new plant and a new product line.

Maintained union-free status in a highly unionized area through positive employee relations. Led successful transition to union environment due to Company recognition agreement.

Initiated and executed a plan to move a product line to Reynosa MX.to create space for a new product launch.

oFly workforce from Miami, FL to Reynosa, MX (1570 miles) to complete training/replace incumbents.

oIncumbents transferred to the new product line.

oBoth groups launched with 0 PPM and 0 customer interruptions.

We spearheaded a TPM and continuous improvement strategy resulting in over $2M operational cost savings each year.

We used 80 Injection Plastic Machine

Develop parts for Stanley & Decker, Automakers, and Honeywell, utilizing High-Density Polyethylene HDPE and Low-Density Polyethylene LDPE for excellent tensile strength, strong impact resistance, resistance to moisture absorption, and recyclability.

Corning Cable System, Life Science Reynosa, Tamaulipas, MX 2009 –2013

Director of Operational Excellence Lean Sensei, Master Black Belt

The Director of Operational Excellences builds and cultivates strong and sustaining partnerships with R&D, Sales & Marketing, and other corporate sites. The company is an excellent team player within Corporate Operations and the divisions in which they operate.

Committed and innovative in developing employees, driving succession planning and critical development programs for direct reports and throughout the organization. As Director of Operational Excellences, I demonstrate the core values of the Corporation in everyday leadership style, and I'm looked up to and admired by the rest of the organization.

Promoted quality and customer satisfaction as a way of life within the site, develop a long-term strategy for the business, and implement it to provide vision and direction for the future.

Developed and optimized organizational systems to boost efficiency and keep operations scalable and agile

Reduce lost field time by 35% and impact operation cost education by over 40%.

Manage daily operations of the Service organization, orchestrating forward-thinking strategies to accomplish profit and expansion goals.

Streamline Service operations and budget effectively to decrease spending that positively impacts the profit of the department.

Demonstrate exceptional knowledge of process optimization concerning profits and loss.

Improved customer engagement and experience and raised the multiple metric scores, including the NPS.

Reduced financial inconsistencies while assessing and verifying billing invoices and revenue postings to the P&L

Delivered business strategy and developed systems and procedures to improve operational quality and team.

PROFESSIONAL HISTORY CONT.

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.

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.

I led the process development and improvement activities, supporting the supplier quality and yield initiatives.

They provide leadership and support to vendors to ensure high-quality standards in all supplied components and materials 100%.

We offer support to distribution centers and facilitate new Quality Systems technology for the Supplier test facility team 100%.

Applied Six Sigma Problem-Solving tools to determine the cause of supplier quality issues and provided logistics support to vendors on scheduling issues 75%.

Work with 250 Plastic Molding Machine.

Implemented process improvements in Cuatlitlan Mexico 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

Delivery and service using a process-oriented system 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.

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%).

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