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Mauricio  Salinas

Name: Mauricio Salinas

Address:101 Paramount Dr # 160, Sarasota 34232 United States

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CBRE

Multicultural Leader with extensive record of solid contributions including large scale Global Operations (multiple sites across various countries), Supply Chain and Strategic Sourcing Management as well as Multi-Functional Matrix Management with full responsibility of budgets exceeding $5,000,000.

Experienced in the development and implementation of large-scale Productivity projects and Strategic programs such as Six Sigma DMAIC/DFSS, ISO-9000, Lean Manufacturing as well as New Product Introductions and Plant Floor Productivity improvements.

Excellent leadership, motivational, and team building skills combined with great commercial instincts. Proven ability of developing strong vendor relationships that generate significant productivity improvements and cost savings.

Deep experiences in fast moving consumer goods, logistics and supply chain, and machinery sectors.

Outstanding record of career achievements/promotions with increasing responsibilities, improving process cycle time and dollar cost savings.

KNOWN FOR...

Strategic technical and business planning
Cross-functional manager with high-say do on execution
Strong negotiator, and problem solver with lean and six sigma focus
Exceptional leadership, innovation, team-building; “hands on” style;
Facilitator/coaching skills able to generate career development plans
Change agent

Resume

-CBRE-
Operational Excellence Leader, Global Workplace Solutions
Jun 2015 – Present
Responsible for providing leadership and direction to cross-functional teams, empowered to execute the Lean Six Sigma strategy for process improvement, productivity improvement and cost reduction ranging from $1,000,000 -$4,000,000 per project. Deliver breakthrough levels of improvement in process capability, re-engineer business processes to reduce cost and increase productivity and attain world-class levels of quality, through the development and implementation of training program(s) on Lean Six Sigma philosophy, theory, and application tools / tactics.

GWS is a global leader of Integrated Facility Management & Corporate Real Estate

-IDEX Corporation-
Supply Chain and Operations Manager
2014 – May 2015
Developed, documented, and implemented comprehensive sourcing, logistics, and operations three-year strategy to meet, as well as exceed, customers’ service-level requirements. Improved customer service, driving on-time delivery from 82% to 94% by focusing on systemic issues and employee engagement. Led commercial team to start quarterly review of domestic North American sales forecast and implementation of Sales and Operations Planning meetings. Reduced part shortages of critical components, maintaining working capital levels through negotiation of prices and terms, in accordance with new strategic programs with key suppliers.

 Led cross-functional team in implementation of 80/20 analysis and SKU optimization, resulting in improved Earnings Before Interest, Taxes, Depreciation and Amortization (EBITDA) margins of 75 basis points.
 Relaunched one-piece flow initiative and established road map to improve cycle time.
 Deployed plant-wide dashboards to surface problems, promoting teamwork and accountability.

-IFCO SYSTEMS-
Senior Engineering & Maintenance Manager
2013 – 2014
Held responsibility for managing and providing direction and leadership to engineering staff members and field technicians to support manufacturing operations by achieving better reliability and maintainability of equipment. Redefined engineering and maintenance organization to align with organizational strategy of supporting 14 plants and transitioning into profit center. Facilitated and institutionalized engineering information exchanges through structured network of engineering professionals and original equipment manufacturers.

 Aligned engineering organization with roles and metrics, using policy deployment methodology.
 Improved overall equipment effectiveness from 85.1% to 93.4%.
 Outlined key processes to update practices, in accordance with changing environmental policies and regulations.

Integration Manager, Integration Synergies
2012 – 2013
Contributed to large-scale, high-complexity portfolio of synergies to optimize operations and supply chain with acquisition of IFCO Pallet Management Services business. Oversaw network of over 80 service centers, aligning strategies and execution to deliver $24,000,000 savings target established by company. Led multiple operations and supply chain projects, including greenfield start-ups, warehouse layout optimization, transportation fleet optimization, and rate negotiations, resulting in $18,000,000 in savings for FY 2012 and FY 2013. Improved supply chain optimization capability by establishing clear governance model and adding supply chain optimization to SIOP process.

 Shared best practices across regional and company boundaries related to transportation, sourcing, wood waste, efficient Lean operations, and maintenance practices to further reduce value chain cost.
 Reduced SCO process cycle time to six months to adapt to changing market conditions and new business opportunities.

Engineering Manager, Capital Engineering
2010 – 2012
Directed development and execution of capital engineering projects in support of CHEP North America’s plant operations and Walmart TPM operations in U.S. West Region, providing status reports to functional leaders and C-level committee on recurring and ad hoc basis. Developed business cases for capital projects of up to $800,000. Expanded, developed, and managed vendor relationships, in partnership with sourcing department, providing support to company’s investment strategy. Led Design for Six Sigma project for main production process, increasing first-pass QL from 92% to 96%. Trained and coached engineers in project management practices.

 Created new warehouse design by incorporating Lean Manufacturing concepts and automation in new plant layouts, product flow, and product-handling.
 Led cross-border investment projects impacting CHEP USA and CHEP MEXICO.

Operations Manager, Supply Chain Optimization
2007 – 2010
Initiated and established greenfield operations, obtaining financial and operational goals in multiple sites across U.S. by working with third-party logistics providers to meet budget, operational KPI, and inventory targets. Led multiple operations projects, generating $3,500,000 in savings. Oversaw operations of eight manufacturing warehouses with over 400 employees.

 Collaborated in launch of lean manufacturing and established roadmap to improve product flow in plant, generating 15% gains in productivity versus standard.
 Improved OTD from 89% to 98%, maintaining inventory levels and improving customer credibility.

Global Process Manager, Process Technologies LATAM
2006 – 2007
Pioneered global technology initiatives for CHEP Latin America, managing $5,000,000 capital investment project in Mexico City and overseeing plant designs for additional Latin American locations. Designed and led construction of Mexico City plant and offices. Operated 126,000-square-foot warehouse operation, with accountability for multiple departments and more than 50 employees, including hourly, supervisory, and staff. Facilitated implementation of Lean Manufacturing best practices throughout plant to minimize waste and variation, as well as reduce costs, achieving 30% productivity increase over standard.

 Led committee for selection of 3PL, responsible for operation of new facility.
 Developed personnel from multiple departments, including logistics, transportation, quality, and operations, to support new processes and own standard operating procedures.

-MADISA-CAT-
Lean Six Sigma Master Black Belt
2004 – 2006
Coordinated cultural change in company with budget of $250,000. Collaborated with senior management as subject matter expert to obtain workable solutions in short amount of time. Developed short- and mid-term strategic plan to relaunch Six Sigma initiative, identifying strategic revenue growth projects resulting in $1,200,000 sales growth and $900,000 annualized cost savings. Coached, mentored, and oversaw staff of eight Six Sigma Black Belts. Designed and led implementation of new career development plan and recognition program.

 Taught Lean Six Sigma methodology, as well as financial and accounting principles, to Black and Green Belts.
 Proposed and reorganized Six Sigma structure within organization by defining, as well as leading governance committee, in approving project definition and economic justification analysis.

-Xignux-
Value Chain Project Coordinator
2003 – 2004
Worked closely with value chain director. Held responsibility for developing value chain and supply chain projects, enabling divisions to maintain operating benefits and build core competitive advantages. Contributed to development of supply chain strategy for Arnecom as well as creation of logistics synergies group, including participation of automotive and cables division, with definition of first synergy project producing $800,000 in transportation savings.

-Qualtia Alimentos-
Supply Chain Project Coordinator
2002 – 2003
Implemented Class A Master Scheduling in three manufacturing plants. Led business in implementation of master scheduling in alignment with SIOP process to meet top-line goals. Introduced distribution, manufacturing, and supply chain module of MRP II/ERP system, improving RTY from 73% to 81% and enhancing schedule adherence. Oversaw sales, inventory, and operations planning monthly meetings. Improved finished product inventory accuracy from 45% to 98%, including three warehouses and 19 distribution centers, resulting in $500,000 in annual savings. Enhanced raw material purchasing process, reducing inventory $200,000.

-Xignux-
Management Leadership Program
2000 – 2002
Contributed to manufacturing, supply chain, e-business, and Six Sigma quality. Completed program at GE-Prolec, GE-Lumisistemas, Conductores Monterrey, and Sara Lee-KIR Alimentos. Established manufacturing routes and improved consumption accuracy of BOM from 93% to 95%. Propelled $1,000,000 inventory reduction without compromising service level and market share. Implemented e-sales, coordinating 42 employees in seven teams responsible for developing new processes for sales quotations, order entry, billing and collecting, shipping, customer service, Web page development, and technical support. Certified strategic suppliers as Trustable Suppliers.

CBRE

Keys Services offered

CBRE Group, Inc. (NYSE:CBRE), a Fortune 500 and S&P 500 company headquartered in Los Angeles, is the world’s largest commercial real estate services and investment firm (based on 2017 revenue). The company has more than 80,000 employees (excluding affiliates) and serves real estate investors and occupiers through more than 450 offices (excluding affiliates) worldwide.

CBRE offers a broad range of integrated services, including facilities, transaction and project management; property management; investment management; appraisal and valuation; property leasing; strategic consulting; property sales; mortgage services and development services.

www.cbre.com

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