A questionnaire that I answered. It has been updated 11/10/2012

1. 7 SLIDES WITH A LITTLE
BIT MORE ABOUT……
Marcelino
De Santiago
 Leadership style
 Philosophy for
successful
organizations
 Engineering and
manufacturing career
overview
Page 1

2. How would you describe your
leadership style?
I embrace a collaborative, candid but respectful, and honest approach. I like to foster
participation by empowering, and motivating the team to always give more, to go the extra
mile to find the best solution.
Throughout my career, I have been developing high performance teams, and I know that I
.
am succeeding when the employees are motivated to obtain the best outcome.
How do you make your greatest
contribution to an organization?
By detecting opportunity areas, and applying sustainable processes and procedures,
collaborating in the continued improvement of the processes, the results of my efforts are
better quantifiable financial results. To accomplish results, I also need to develop leaders with
outstanding focus on execution.
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3. Describe your most gratifying
accomplishment?
I have been improving processes and solidifying operations, however, implementing
changes in the working culture are the most gratifying. I have inspired leadership to better
operations results (EBITDA), and strong, thorough development of leaders on basic, yet
essential, areas: communication, execution and team work orientation.
What is the backbone of a
company’s success?
A clear vision, and communication of this vision to employees, is the key to success. A
good leader must clearly communicate the company’s strategy, as well as the tools and
skills to accomplish the vision.
Why your commitment to EHS?
The vision and commitment for a safe and green working atmosphere is part of my
leadership. It is a social responsibility to have a safe and green operation. This
commitment is definitively one of the tools to culturally grow in the community in which we
work.
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4. What do you see as the key to
achieving supply chain excellence?
There is no “one solution fits all” remedy for achieving supply chain excellence. However,
there are important steps to consider in assessing a supply chain’s effectiveness and
efficiency, and determining the appropriate strategies to improve that supply chain. Among
the most important are:
• To ensure strategies focus on the end-to-end supply chain, the vision of the process as a
whole should be in harmony, so we will make decisions based on a beginning and an end
of the product.
• Balance cost with the ability to meet customer needs, today and in the future. One of the
characteristics that customers are looking for today is flexibility; our supply chain must
be capable of allowing changes - as much as possible.
• Understand your current capabilities and performance measures as they compare to the
best-in-class. As a basic principle of process improvement, we need to know where we
are (KPI’s), and then based on these data, define our vision for improvement.
• Develop your organizational design and skills to deliver excellence. Design your
business processes and systems to sustain excellence once achieved. Do we have the
organization, skills, systems and processes that our supply chain demands to sustain
excellence based in our market? If the answer is no, we need to do something different.
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5. Why do you have a commitment to
productivity cultures?
We are living under an economy of scale, where, in a very simplistic definition: lower cost
is not only determined by technological and managerial factors, but mainly by increasing
volumes of the operating unit.
When we acknowledge that there is no reason to produce volume without quality,
efficient operations and outstanding quality levels become a fundamental business
principle in manufacturing. The mechanisms to achieve excellence are productivity
cultures.
In a general manner: Jidoka, helps us to increase the quality of our products on the
production floor, in machines and in people. Lean manufacturing will provide a clean
working atmosphere, as an introduction to improve time execution in the operations and
a visual factory. Six sigma contributes to a larger participation in all organizational
levels, by providing empowerment and making people accountable.
As a black belt-executive, I have been applying these different methodologies to several
industries with excellent results; to me, it is a clear path to succeed in an economy of
scale.
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6. In what ways has your
engineering background helped
you in your career?
Engineering training and experience has developed my analytical and problem
solving skills. It has given me the tools to coach my team in solving complex and
sometimes abstract problems. These tools include the ability to assess intangible
variables, to identify and to evaluate fundamental issues, thus helping an
organization to control the process and to implement or improve KPI’s.
My engineering background has been the foundation to my black belt training, and for
my focus in lean manufacturing and six sigma cultures. It has helped me provide the
strategy and direction for all functional areas.
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7. CAREER AT A GLANCE
1987 1996 2002 2003 2004 2007 2008 2010 2011
2013
Valeo Corp. Senior
Senior General Mgr General Mgr
Johnson Controls General
General Mgr Mgr
Stanley B&D and Nat’l
Manufacturing Director of General
General Director Operations Director
Director of Operations
Caterpillar Regional Regional Regional
Regional Operations Sales Mgr Technical Operations
Mgr Mgr
Mgr
Penoles Co. Supervisor Plant
EHS Operations
Technical Staff Mgr Mgr
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