María Alejandra Valenzuela Zenteno

Experience

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  Stanley Black & Decker, Inc.

  Jan 1998 - Dec 2003

  Continues Improvement Eng.
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  Mabe

  Jan 2006 - Dec 2009

  Lean Six Sigma Leader (NPI - Technology & Projects)

  Advise the implementation of the methodology of Lean manufacturing plants mabe. Driving and advice in over 50 kaizen workshops on different floors of Mabe in Mexico. Workshops (SMED, 5S, TPM, Value Stream Map, Kan-ban, process improvement, problem solving, quality, policy deployment). Conducting training and workshops kaizen Shared Service Center Finance Support associates mabe by kaizen workshops to FIDE and ANFAD.Aplica Manufacturing S. de R.L. de CV.Planning and Development's annual continuous improvement strategy for reducing costs, eliminating waste, reducing variability and improving productivity and quality along the value chain of manufacturing operations Show less

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  CNH Componentes

  Jul 2010 - Dec 2010

  WCM Leader

  . Plan, organize, direct, control, coordinate, analyze, implement the WCM through the projects of continuous improvements, and innovation in the entire stream value Empleos Jobs CNH-Components.Plant Leader WCM and Production ManagerImplementing World Class Manufacturing program according to corporate guidelines and evaluation criteria, supported by lean manufacturing techniques required.* Implementation of projects of work place organization and logistics in the area of Front End Loaders, achieving 30% increase in productivity.* Coordination of 30 improvement projects resulting in annual savings of 2,600,000 pesos. Show less

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  FIAT CHRYSLER AUTOMOBILES

  Jan 2011 - Feb 2013

  Production & WCM Manager

  Provide and promote actions focused on continuous improvement and competitiveness, creating value for the company and community by working in team, passion, commitment, ethics, honesty and professionalism.Key Achievements:• Implementation of projects in the workplace organization and logistics in the area of Front End Loaders and Buckets area, achieving 30% increase in productivity.• Coordination of 47 improvement projects resulting in annual savings of $340K USD.

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  Apex Tool Group, LLC

  Mar 2013 - Dec 2023

  Develop and implement strategies in order to obtain revenue, generating favorable variances from the $44 million Usd yearly budget. Sustaining a high customer service level, complying with all operational safety standards and improving product quality of the over 2000 manufactured finish goods, develop continuous improvement strategies and implement OpEx with excellent leadership in order to develop a winning team with the 350 associates.Key Achievements: • Designed and Implemented the Value Stream Mapping Strategy in order to generate kaizen events, as lead the AD/OP 80/20% (Address Opportunities) sessions in order to generate the cost reduction projects, reflected in the 8% cost reduction year by year from 2019 to 2023.• More that $9 million of USD on savings in Productivity for projects type (VA/VE & different kind of Kaizen). • Responsible for Gearwench torque wrench project production launch where it started with 55% efficiency and taking it to 99%, as well as reducing past due to $0 usd. All of this done with more than 5 different kaizen, VAVE and VSM projects and reaching production order variations for more than $200K USD annually in 2023.• In 2021 -2022 Responsible for New Products Introductions (NPI) implementation at Queretaro plant. On Consumer family, such as Bigbang (Soldering Iron – Guns-Stations) and Red Digital. Considering both projects, implementation of more than 40 SKUs was achieved in a reduced timeline, due to the existence of active end-customer orders before launch. Projects revenue by $450K usd by years.• More than 15 “kaizen event” workshops to increase efficiency from 72% to 80% in 2023.• Teamwork to reduce, in 2023, more than $5 Millon UDS of past due & increase OTD % Weller from 88.4% to 94.2%.• Obtained a Great Place to Work score of 86% for Operations Area Show less Design and implement continuous improvements and cost reduction strategies including the improvement plans, develop annual kaizen schedule as all the cost savings projects in order to guarantee a yearly 5% cost reduction.• Support in achieving ATG’s goals on Safety, Quality, Delivery, and Cost through the use of innovative technology and Lean Manufacturing principles.Key Achievements: • For 2020 more than $2M USD in new projects by implementing VAVE and Ad-Op 80 / 20 tools to all Latin America. (Role extended to the operations sites and distribution centers in Mexico, Colombia, Brazil and Chile in continuing to support in achieving ATG’s goals on Safety, Quality, Delivery, and Cost through the use of innovative technology and Lean Manufacturing principles, implemented VAVE and Ad-Op 80 / 20 tools to all Latin America.• Implemented the First Lean Cell in Rabbit chase in Lexinston S.C. increasing labor productivity from 63% to 78%. In additional implemented Standard work in Jonesbro to reduce inventory and increasing the efficiency from 55% to 85%. Show less Design and implement continuous improvements and cost reduction strategies including the improvement plans, develop annual kaizen schedule as all the cost savings projects in order to guarantee a yearly 5% cost reduction.• Support in achieving ATG’s goals on Safety, Quality, Delivery, and Cost through the use of innovative technology and Lean Manufacturing principles.Key Achievements: • For 2020 more than $2M USD in new projects by implementing VAVE and Ad-Op 80 / 20 tools to all Latin America. (Role extended to the operations sites and distribution centers in Mexico, Colombia, Brazil and Chile in continuing to support in achieving ATG’s goals on Safety, Quality, Delivery, and Cost through the use of innovative technology and Lean Manufacturing principles, implemented VAVE and Ad-Op 80 / 20 tools to all Latin America.• Implemented the First Lean Cell in Rabbit chase in Lexinston S.C. increasing labor productivity from 63% to 78%. In additional implemented Standard work in Jonesbro to reduce inventory and increasing the efficiency from 55% to 85%. Show less Optimization and management of resources for promote projects saving our company.- Projects in VOH by $548K USD, Labor by $245K USD, PSC by $475Kusd and Material by $1600K USD.-Projects to reduce lead time in Weller and Lufkin area from 23 to 7.6 days -Wood Rule project implementation (to improve the productivity index of rules from 22% to 53%, USA Transfer)- Suggetions Systems Implementation and Safety Gemba-MPS projects for lath material from 1160 K usd to 100K usd, and implementation Kanban in Wood Rule Show less

  • Operations & Opex Senior Manager

    Jul 2022 - Dec 2023

  • Operations & Productivity Manager

    May 2021 - Jun 2022

  • Productivity Manager LATAM

    May 2019 - May 2021

  • OpEx Leader.

    Mar 2013 - May 2019
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  Kavak.com

  Sept 2024 - May 2025

  Operations Manager

  • Develop and implement Operational Excellence strategies in order to obtain mayor gross margin, digital transformation, productivity, lead time and sustaining a high customer service level.Key Achievements: • Increase the Productivity from 3.7 cars by FTE to 9.0• Reduce Lead time production from 30 day to 7 days (Inspection - Diagnostic – reconditioning – sales – Delivery)• Increase customer satisfaction from 45% to 65% in guarantee.• Reduce the 30% internals reworks. Show less