Benjamin Madrigal


iSixSigma Membership


Benjamin Madrigal


Continuous Improvement Manager


Engineering/CIManager 2020-Current
The Engineering/CI Manager will be responsible for managing the plant projects and plant capital projects to ensure a safe and profitable facility.
• Plant Projects Major and Plant Capital — Equipment installations or modifications — Lead and track all plant pro-jects
o Ensure that timelines. blue prints and Cost estimates are accurate and achieved the project budget
o Analyze equipment and process requirements and assist in the requisition of tools and equipment
• Operational Plans
o Develop project plans for the facility — renovations. construction, machine installations
o Work closely with the maintenance manager to comply with PEM regulations and requirements
o Review maintenance logs and assist to resolve issues, provide support and participate in facility maintenance meetings
• Plant CI Projects — Capital and Non-Capital
o Lead Plant CI program — develop schedule and identify opportunities

TPM/Maintenance Manager, Chino, CA. 2019 – 2020
Managing 18 Maintenance technicians, MRO Stock Room, on a High-Volume Film and Bag plastic extruding plant with 30 Production Lines. Developing and Implementing Lean and Six Sigma Practices on Manufacturing Production and Maintenance.
• Developing plan and Implementing 5S for the production lines
• Implementing TPM Predictive Maintenance
Planning, Purchasing, & Warehouse Manager, Los Angeles, CA. 2015 – 2018
Direct all warehouse operations, including workflow planning, inbound and outbound logistics, and finished goods shipments to global clients. Recruit, train, coach, and supervise 20 direct reports within Warehousing division, four direct reports in Production Planning & Scheduling, and two within Purchasing department. Coordinate procurement of raw materials, consumables, and MRO components.
 Saved organization nearly $140K (a 49% reduction) through negotiating contracts with third-party warehousing partners and integrating Just in Time principles with vendors.
 Created closed loop, using Kanban and Rate Based Planning Kaizen, in production planning and customer purchasing processes, identifying changes based on inventory and customer demand to drive 55% reduction in inventory and outdated materials, saving $129K annually.

Continuous Improvement & Quality Manager, Phoenix, AZ/Los Angeles, CA. 2007 – 2015
Integrated Lean Six Sigma and Continuous Improvement principles, reducing operating costs for team while also improving quality controls. Implemented SPC (NWA) technology for Production Process Control and Document & Quality Records Management. Identified and implemented process improvements, spearheading projects in partnership with site leadership. Ensured engagement of all staff by organizing strategies for plant quality control.
 Managed Lean Six Sigma Improvement Program for Paperboard facility in LA, generating nearly $500K in savings.
 Reduced waste resulting in $233K savings, while also increasing production speeds, through process improvements to Plastic Thermoforming and Offset Printing using Six Sigma methodology (DMAIC).
 Optimized machine uptime utilization and procedures with Lean techniques, resulting in $120K savings.
 Developed and implemented the Plant MES system integrating 20 work centers to get real time machine produc-tion.
Quality Best Practices Manager, Phoenix, AZ. 2005 – 2007
Oversaw global operations for team, including defining policies, implementing process improvements, and supervising staff. Established measurable quality control goals for both company as a whole and within unique manufacturing facilities.
 Improved response time by 400% (from an average of 20 days to less than 5 days) and designed sustainable policies to ensure retention of rates.
 Introduced global Fan In/Fan Out best practices that increased rollout of quality improvement measures and stand-ardized processes across product lines and facilities.
 Plant QMS Audits following ISO9001 guidelines
Automotive Customer Quality Program Manager, Phoenix, AZ. 2001 – 2005
Led quality assurance, change management, and new product development for division. Introduced a variety of analysis tools and problem resolution processes to ensure attainment of goals. Customized changes and solutions based on cus-tomer needs.
 Maintained comprehensive understanding of industry changes and market trends, improving ability to communi-cate quality measures throughout company.
 Provide PPAP books for New Product Introduction to customer manufacturing sites and managed customer inci-dents using 8D Corrective Action methodology.

Semiconductor Assembly Platform Manager, Phoenix, AZ. 1998 – 2001
Drove development of global strategic plan for implementation within four sites located throughout the world. Assessed product costs and quality controls, transforming them into actionable strategy and product plans. Collaborated with lead-ership team on process improvement, five-year roadmaps, and competitive analysis. Set benchmarks for program.
 Spearheaded effort to achieve $1 million in annual cost avoidance through effective reutilization procedures.
 Directed capacity planning to increase annual revenue by $15 million, as well as oversaw strategic product posi-tioning to grow potential for further revenue increases.
 Standardized part configurations for five products, consolidating manufacturing and delivering $500K in savings.

Certification Level

Lean Sigma Master Black Belt

Certification Body

Moresteam – Ohio University

Certification Year


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