Jeffrey Martell has over 15 years of experience in manufacturing operations management, human resources management, and lean manufacturing. He has held operations management and human resources leadership roles at several large companies, including General Electric, Pactiv, and The Home Depot. Martell holds an MBA in Operations Management and Finance and is pursuing certifications in Six Sigma and Supply Chain management.

1. JEFFREY R. MARTELL
Chicago,IL60618 | Cellular:(217)259-5767 | Email:jeffreyrmartell@yahoo.com| LinkedIn: www.linkedin.com/in/jeffmartell
MANUFACTURING OPERATIONS MANAGER
Production Management | HR / Operations Management | Lean Manufacturing
Dynamic, results-driven, hands-on Manufacturing Operations Manager of solid business acumen with strong
background in human resources and the ability to wear multiple hats and multitask within diverse, fast paced
industrial settings. Highlyeffectivecommunicatorwithsuperiortimemanagementand extremelystrong leadership
skills.Well versedin developingcrossfunctional teamsineffortstodrive cost outand increaseprofitability through
leanmanufacturing,qualitymanagement, preventativemaintenance, 5S,andcontinuousimprovementprocessing.
CORE COMPETENCIES & SKILLS
• Team Building & Leadership • Production / KPI Management • P&L Accountability • Inventory Control
• Finance/Budget Management • Process Engineering / Kaizen • Six Sigma Lean Certified • Cost Reduction
• Cap Ex / Project Management • Performance Management • Human Resources Management • Health & Safety
• ISO 9001 / 14001 QMS Trained • OHSAS 18001 Trained • Full Cycle Staffing / Recruiting • HR Benefits Admin
PROFESSIONAL HISTORY
General Electric(GE) - Oil andGas, DTS Gas Processing,Schertz,Texas 10/2014 – 09/2015
Manufacturing Manager (9 Exempt, 16 Non-Exempt,185 DL employees)
Directly responsibleand held accountablefor the management of holistic off shiftoperations for the world’s premier
manufacturer of portableLNG processingplatforms.This included the management and career development of 9 salaried
supervisors,16 hourly team leads,and 185 hourly non-union employees. Areas of managerial oversightencompassed structural
welding operations,spoolingweldingoperations,mechanical assembly and fabrication,quality/NDE/postweld heat treat,
pressuretesting operations,paintoperations,electrical assembly operations,heavy liftmaterial handling,warehouse/shipping,
maintenance, human resources and EHS. I was promoted to the senior level operations rolein October of 2014 and relocated to
the Schertz facility to assess theoperations at the time and then reorganize, add/manage headcount both direct/indirectand
3rd party contractor,streamline/remap/implement manufacturingprocesses through lean action work outs and cap ex requests
for toolingand equipment and create a culturereflective of GE organizational and growth values.I worked closely with all
functional groups,finance,human resources,engineering, quality,and supply chain to ensure that day to day operations were
meeting targeted goals in safety, quality,delivery and cost. Additional responsibilities includeoperational costper hour (OCPH)
management through payroll and hours vouchering(Oracle/Kronos),staffing,training,and general oversightof EHS initiatives,
incidentand accidentreporting.
• Identified talent needs and successfully grewoff shiftplantheadcount from 48 to 180+ employees after acquisition
period / saleof Salof to GE Oil and Gas in less than 8 months.
• Recruited top talent candidates for salaried exempt and non-exempt positions in ManufacturingManagement,
Manufacturing-Production (directand indirect),Quality,EHS. Managed relationshipswith variousprofessional organizations to
enhance quality of candidates and promote proactiverecruitment.
• Successfully introduced and spearheaded the purchaseand installation of (10) Miller® PipeWorx™400 CC/CV 230 - 460
Volt 3 Phase60 Hz Multi Process PipeWeldingSystems in spoolingoperations.This lead to a 60% reduction in takt time within
the manufacturingflow process.
• Led lean initiatives in moduleassembly reducingthe number of field welds per module by 80% at a costsavings
estimated between $2MM and $3MM over the lifeof the 10 train $400MMUSLNG project.
• Implemented SQDC production boards on the manufacturingfloor to increasecommunication between shifts and
identify key needs in the mechanical assembly process.

2. 2 | JEFFREY R. MARTELL
General Electric(GE) – Lighting&Appliances,MattoonLampPlant,Mattoon,Illinois 03/2013 – 10/2014
Manufacturing Manager (3 Exempt, 12 Non-Exempt,185 DL employees)
Directly responsiblefor providingleadership to 225+hourly non-union employees while drivingeffective operational process
improvement within all areas of Mattoon Lamp Plant's manufacturingoperations (EESW, Glass Halogen Automotive,
Axial/SE/Old Process,Coating/IR+Operations,Wafios/Leadwiremanufacturing,lifecycletesting). This includes additional
responsibilitiesin EHS, and support of OSHA VPP certification,all whileachievinggoals in production,machineand material
efficiency,cost out and quality.I was measured on safety, quality,serviceperformance, and VCP. I was responsiblefor the
career development of three salaried process engineers. WhileatMattoon, I assisted in the management and implementation
of a $10MM investment in four new product lines (Energy EfficientSoft White (EESW) 29w, 42w, 53w, and 72w lamps).
Responsibilities duringtheimplementation in included the staffing,trainingand performance management of 64 new
mechanics,management of processing,coordination of lean action work outs to address machinetransfer problems,and the
execution of successful and efficientproduction.
 Promoted to position after spendinga year as a manufacturingprocess engineer and department supervisor.
Established relationships with key thought leaders throughout the plantin efforts to quickly understand plant
standards,measurablemetrics,key areas of opportunity, and general knowledge of processing.
 Developed daily Gemba walk routine and established throughout the plantto mitigate unnecessary meetings and get
additional members of management involved in troubleshootingprocessing.Worked diligently with process engineers,
department supervisors and mechanicsto address machinedown time & quality concerns.
 Developed revised preventative maintenanceschedule in continuous operations to reduce unnecessary down time and
labor expenses.
 Worked with members of lean management to implement lean manufacturingprocessingin every department.
Reduced takt time in every department by atleast15% by devisingsystems of rejecting poor material.Trained GE co-
ops (interns) in quality testingstandards.
 Worked with raw material suppliersand in housecontinuous quality manager to identify poor quality lots to receive
vendor credit
 Championed several small lean events whilemanaging plantproduction to ensure lean activities created valueadd
within production scope
 Established weekly call with salesmanagers to better monitor customer demand and estimate seasonal production
levels.Experienced no periods of plantproduction shutdown other than planned shutdown due to maintenance.
Reduced safety stock from 12% to 6% on 6 production lines.
ProcessEngineer/ ProductionSupervisor (4 Non-Exempt,55 DL employees)
As the Process Engineer - Supervisor,I was directly responsiblefor the day to day operational management of the Axial
department within MLP. This included providingleadership and direction to three hourly team lead supervisorsand 55+hourly
employees. I was held directly accountablefor the variablecostproductivity (VCP) of a costcenter with a $20MM annual spend.
Measured on safety, quality,and serviceperformance, my goals were to drive out cost by reducingscrap through lean process
engineering while providingdaily supervision and operational oversight.
 Attended GE Lean Sigma Green Belt Trainingand received GE Six Sigma Green Belt certification.Learned DMAIC
process and applied technique in (14) lean action work outs in efforts to drive cost out and improve processingwithin
CKD2 manufacturinggroup. Developed and implemented solutions to address inventory concerns within supply chain,
tact time minimization,process flowimprovement in transfer management, WIP material storage,manufacturingshop
floor layoutredesign and flow, tool storage, and the creation and implementation of hourly employee and team lead
standard work.
 Traveled to GE EMEA Budapest Hungary to study H7 group processing. Observed lean manufacturingprocessingand
mechanical troubleshootingon equipment that we were to bringto the Mattoon facility to begin manufacturing
production.
 Delivered 94% VCP in 2013,shredding$142K in material waste whileimprovingefficiency 22% on a 30 year old
production line.

3. 3 | JEFFREY R. MARTELL
Pactiv LLC – ConsumerPackaging,FranklinPark,Illinois 03/2012 – 07/2012
Human ResourcesManager II (Supported400+ employees)
Site HR Manager for $82MM manufacturingfacility (inlineand offlinethermoforming / offlinesheet extrusion) supporting400+
non-union hourly and salaried employees. Directly managed a staff of 2 HR representatives (1 exempt/1 non-exempt). Managed
employee relations,payroll,compensation and benefits administration,FMLA and STD/LTD administration,staffingand full
cyclerecruitment, performance management, trainingdevelopment, and assisted with the administration of environmental,
health and safety initiatives (GMP compliance) and training.
 Successfully staffed plantheadcountduring24/7 schedule implementation, in compliancewith AOP budgeting, by
partneringwith temporary labor provider to identify talent.
 Recruited top talent candidates for exempt and non-exempt positions in ManufacturingManagement, Manufacturing-
Production,Engineering, and EH&S. Managed relationshipswith various professional organizationsto enhance quality
of candidates and promote proactiverecruitment. Sourced candidates utilizingvarious search engines and databases as
well as screeninginternal and external candidates through phone and in-person interviews.
 Successfully spearheaded “ProjectUplift”initiativewhich involved the standardization of job titles,pay structure, and
position responsibilities for critical roles atthe plant.Oriented 26 new hires into the program.
 Coached management on proper interpretation of company policies,disciplinary administration,and performance
development.
 Participated in A3, Kaizen,and Gemba events to promote and support lean implementation initiatives.
PexcoLLC – PlasticsManufacturing,DesPlaines,Illinois 06/2008 – 03/2012
Human ResourcesManager / EHS Manager (Supported215+ employees;2locations)
Site HR Manager for $32MM manufacturingfacility supporting175+non-union hourly and salaried employees, including
additional $6MMlocation in CA(45 hourly and salaried employees). Directly responsiblefor managingemployee relations,
payroll administration,compensation and benefits,staffingand recruitment, performance management, training,and
environmental, health and safety initiatives.
 Negotiated temporary labor contractrates down from 36% to 29% savingthe company $385,000 duringfirstfull year
employed.
 Significantly reduced agency hires,savingthe company $187,500 duringfirstfull year employed; $340,000 since2008.
Recruited top talent candidates for professional,exempt and non-exempt positions in Supply Chain,
Production/Fabrication,Sales & Customer Service, IT, and Financefunctions at Pexco-Chicago as well as other
locations.Increased diversity hires by 35%over previous year.
 Partnered with Paulson TrainingPrograms,Inc.to design company wide advanced plastic extrusion trainingprogram
for machineoperators. Placed 17 candidates in the program. Designated to monitor program for all sitelocations.
 Managed hourly review process includingimplementation of pay for skill model based upon number of extrusion dies
mastered.
 Reduced safety incidentrate from 4.3 to 1.4 in 18 months with increased hours worked.
 Managed EHS program, OSHA 300 log documentation and facilitated monthly OSHA trainingfor all siteemployees.

4. 4 | JEFFREY R. MARTELL
The Home Depot,Chicago,Illinois 05/2002 – 06/2008
Human ResourcesManager (Supported225+ employees;multiple locations)
Managed HR functional areas includingOrganization Effectiveness,Staffing, Performance Management, Employment Practices,
Training,and HR Communication for facilities with annual salesexceeding$80MM+, total headcount varied due to seasonality
from 175 to 275+ employees
Human ResourcesSupervisor
•Assisted store human resource manager in the effective management and execution of learning,career development,
employment practices,recognition and reward, staffing,performance management systems, complianceand creatingand
maintaininga positiveassociaterelations environment.
•Coached and provided input to assistantstoremanagers and supervisorsto providequality,timely and consistentreviews in
effort to drive the review process for consistency,fairness,timeliness and effectiveutilization of payroll to maximizes store
performance
•Established workingknowledge of compliancemanagement, Title VII (US) and all applicableFederal,State and Local statues,
alternate disputeresolution practices,trainingprinciples,compensation administration and other HR generalistknowledge
domains
•Proactively maintained a positiveAssociaterelations environmentand supported the Open Door policy/AlternateDispute
Resolution (ADR) process
•Ensured proper administration of benefits information includinghealthcare,401K,ESPP, worker’s compensation,associate
services,and The Homer Fund
UnitedStates Marine Corps, CampPendleton,California 04/1997 – 04/2002
AviationMaintenance Work CenterSupervisor(Sergeant/ E-5)
PROFESSIONAL CERTIFICATIONS
Certified Six Sigma Green Belt (CSSGB) General Electric Sept 2013
OSHA 30 HourGeneral Industry Univ of South Florida 2008
CPIM APICS In Process
CSCP APICS In Process
Quality AssuranceRepresentative(CD/QAR) USMC April 1998
EDUCATION
MBA, Operations Mgmt & Finance University of Illinois-Chicago, LGSB Dec 2012
BS Business Management University of Illinois-Chicago July 2005
COMPUTER LITERACY
Microsoft Office Suite (Outlook, Word, Excel, PP) / SAP / PeopleSoft HRIS / Ultipro HRIS / Kronos Time & Attendance