Samantha D. De La Rosa Martínez

• Diagnosed Tool Shop operations to identify improvement areas and implemented action plans focused on key KPIs (e.g., downtime, maintenance time, mold availability).
• Led cost-reduction project by sourcing from Chinese suppliers, achieving up to 20% savings while maintaining or improving quality standards.
• Oversaw Mold Operations Planning, ensuring replacement strategies aligned with quantity of machines.
• Managed cross-functional planning team responsible for external maintenance coordination, spare parts inventory and purchasing, Tool Shop warehouse, and shopfloor documentation.
• Strategic support to the Tool Shop Sr. Manager for Mexico, acting as right-hand in executing continuous improvement initiatives and operational planning.

• Led the Tool Shop Planning Department, overseeing Mold Change scheduling in Machines, Preventive Maintenance (internal & external), Spare Parts Inventory and Procurement, and all technical/floor documentation.
• Developed and managed a performance scorecard to monitor KPIs across Tool Shop operations.
• Conducted capacity assessments to optimize internal vs. external maintenance allocation and cost control.
• Implemented a Kanban System for spare parts supply for Corrective Maintenance, reducing downtimes.
• Developed a Value Stream Map (VSM) for the Preventive Maintenance process, enabling continuous improvement initiatives such as:

*Layout redesign to minimize downtimes.

*Deployment of KPI Boards.

*Elimination of non-value activities (e.g., unnecessary mold transport).

• Analyzed and optimized production lines by mapping current state, proposing ideal future states, and implementing solutions: KPI tracking, line balancing, standardized work, peripheral fine-tuning, and elimination of the 7 Lean wastes.
• Led a Lean Six Sigma Green Belt project (DMAIC) on the automated deburring line. Results: Reduced headcount by 6 operators ($108,000 USD in savings) and improved equipment availability by 30%.
• Delivered cost savings through headcount optimization (9 operators) in manual polishing and CNC area space utilization. Results: Total savings of $162,000 USD.
• Conducted time and motion studies (cyclograms) to identify cycle time reduction opportunities on Manufacturing Cells. Results: Cycle time decreased by up to 9 seconds, increasing throughput by +3 pcs/hr.
• Drove consumables cost reduction projects by analyzing top 3 plant consumables. Results: Savings of $50,000 USD (manual 2D Matrix readers) and $40,000 USD (high-efficiency polishing discs).
• Boosted Kaizen System participation via campaign design and engagement strategies. Results: Increased implemented ideas from 20 to 160 in just 5 months.
• Designed and implemented Efficiency Dashboards to display shopfloor KPIs in real time.

• Led Operational Excellence initiatives for the Production department using Project & Change Management methodologies, increasing casting efficiency by up to 10%.
• Process improvements for the Tool Shop by reducing maintenance times and increasing the percentage of available backup molds.
• Designed and facilitated Kaizen workshops to promote continuous improvement.
• Applied the ADKAR (Prosci) model to develop action plans aimed at reducing resistance to change and ensuring successful adoption of initiatives.
• Coordinated and delivered continuous improvement training programs for hourly associates, covering topics such as Lean Principles, 5S, Problem Solving, and Leadership.
• Established formal service agreements between Production and Support Areas, including KPI definition and compliance tracking to align expectations and performance.

• Continuous Improvement Intern [Rockwell Automation].
• Production Control and Logistics Intern [Rockwell Automation].
• Lean Manufacturing Intern [Nemak].
• Maintenance Intern [Brembo].
• Purchasing Intern [Brembo].