Waldemar Martinez

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Operations Director

HOWMET AEROSPACE

Jan 2017 - Oct 2023 (6 years 10 months)

Directed all aspects of the business with P&L responsibility for 261 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. • Experienced 0 OSHA recordable

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Plant Manager, Master Black Belt

Cinch Connectivity Solutions

Jan 2013 - Jan 2017 (4 years 1 month)

The team directed all aspects of 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. • Successfully directed two unique platforms with two different customers, each over 35K units in volume. • I received a 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. • I have successfully built out an exist

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Director of Operational Excellence

Corning Cable System, Life Science Reynosa

Jan 2009 - Jan 2013 (4 years 1 month)

• Developed and optimized organizational systems to boost efficiency and keep operations scalable and agile. For changing demands. Reduce lost field time by 35% and impacted operation cost reduction by over 40% . Manage daily operations of the Service organization, orchestrating forward-thinking strategies to Accomplish profit and expansion goals. • Streamline Service operations and budgeted 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 billi

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Director of Operations

Ford Motor Company, Powertrain Division

Jan 1999 - Jan 2009 (10 years 1 month)

• Have the responsibility for ensuring that 14 Powertrain plants run smoothly 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. • Member of the staff for the ASME Tank plant Acquisition in Georgia. • 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. • Ford use the ASME tank for the big motor home propane, and water. • I was leading the process development and improvement activities, supporting the supplier quality a

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Plant Manager

Ford Motor Company, Michigan Casting Center

Jan 1992 - Jan 1999 (7 years 1 month)

• Delivery and service using a process-oriented system approach to Castings manufacturing 97% . • 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%). We are reducing Overhead from 9.2% to 325% (65%

Waldemar Martinez

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