Marco Edmundo Martinez Zavala

I am an industrial engineer and administrator. I have developed my profession from “zero” obtaining very fast job growth based on the determination I have shown in each company I have worked. My trajectory has been in different areas such as automotive and telecommunications. This has made me develop different skills (determination, residence and intelligence). I am a person who likes to work as a team player and motivate the people I interact with.

Companies and positions I have worked in:

• Manufacturing engenieer (AFL TELECOMUNICACIONES DE MEXICO S DE RL DE CV).
• ENGINEERING ASSISTANT MANAGER (NPE) AND KAIZEN (Showa Denko Materials Mexico).
• Quality and Engineering supervisor (Showa Denko Materials Mexico).
• Engineer Supervisor (Showa Denko Materials Mexico).
• Production Supervisor(Showa Denko Materials Mexico).
• Manufacturing Engineer (Hutchinson Transferencia de Fluidos Mexico, S.A de C.V.).
• Prototypes Technician (Hutchinson Transferencia de Fluidos Mexico, S.A de C.V.).

Throughout my career, I have had different challenges such as, in my first job I had to be part of a select team to develop a new department, where all the prototypes were made based on customer requirements and then sent for evaluation. Based on quality and performance. If the result was the best of all the other suppliers we got the project. Once we got the project all the information along with the product was delivered to the NPI department.

Also, in this same job I had to work with one of the most demanding customers FCA. Since it had American and European requirements. The reason I had to work with this customer was because of quality and commercial issues. I was able to finish the requested objective 6 months ahead of schedule (period established 1 year and 6 months). How was it achieved? Implementing control methods such as: Control charts, paretos, process controls (implement sensors, semi-automate operations), place poka-yokes, Gages. Defining new parameters and processes, inventory control (maximum and minimum), FiFo, balancing operations and times. Coordinate 7 production lines with a total of 80 people, including supervisor, leaders and technicians.

In this company I worked for almost 9 years.

In my second job, I had the challenge of working in a Japanese company (with Japanese personnel as directors and managers). At the beginning I had to work in production coordinating 5 production lines, having a staff of 130 people distributed in 3 shifts. Mainly focused on meeting the KPI's metrics such as: the monthly demand of 700 thousand pieces (brake pads). Increase the inventory in shipments from 2 days to 1 month for each customer (this was achieved by defining priorities based on demand. But also, by reviewing the complexity of the products: number of processes, movements between processes, machine capacity. Also reduced scrap from 13% to 4% per month, this was achieved by implementing an autonomous and preventive maintenance routine, tool wear control and tool stock. Inventory control in WIP between processes, implementation of FiFo.

Later I was moved to the engineering and Kaizen department (10 people), where I had to implement procedures and company rules for: new products, engineering changes, supplier development, tooling inventories (maximum and minimum), coordinate visits and customer or certification audits. Implement SMED system with SetUp's personnel (14 people) where the time for model changes was reduced from 2 hours to 45 min. I also unify processes to reduce costs and increase productivity, after evaluating travel and personnel times. It was decided to unify 2 processes: Printing by inkjet printer and inspection. Since with the same personnel in inspection could perform the two activities and eliminating the movements between processes and waiting time. 

I worked in this company for approximately 5 years.

In my current job, I have the challenge of working with 120 people (including: Leaders, technicians, supervisors, process engineers), manufacturing fiber optic cable. One of the main activities is to meet the KPI's of productivity, scrap and costs. Productivity of 504 tips per shift in 2 lines was increased to 4560 per shift in 4 lines (this was achieved by improving the Lay Out, reducing times in the assembly and polishing process. 

I have been in this job for 2 years.

Engineer's degree, Industrial Engineer Administrator
Universidad Tamaulipeca • jun. 2010 to jun. 2014

INTERNAL AUDITOR IATF 16949:2016
Course in the plant facilities. • 2022 • Teamwork

• With a select group of people, the information was reviewed and understood, for the interpretation and execution of the activities to be carried out dictated by the IATF Standard.

CQI-12 Coating System Evaluation (CSA).
Course in the plant facilities. • 2020

VDA 6.3
GlobalSTD • 2019
• To be able to perform internal audits of the process independently. To verify that the quality requirements designated by the customer.

• Core tools
• Lean Manufacturing.
• Six Sigma.
• Kaizen.
• Just In Time (JIT).
• Total Productive Maintenance (TPM).
• ISO 169494 (Gestión de Calidad).