Justin P. Marr Email and Phone Number

Leading Watco's Business Solutions team through the implementation of key continuous improvement initiatives as well as new project implementations throughout the organization to drive standardized processes across Watco's business value streams.

Led Watco's Business Solutions team through the full implementation of a new inventory management, operating-system application deployment across 70+ Watco terminal and port facilities. Drove various business solutions initiatives in the areas of continuous improvement, process standardization, automation, efficiency improvements, and cost savings.

Facilitated cross-functional project teams, which included various business department stakeholders, in the implementation of a common inventory management system as well as an asset management system across Watco’s Terminals and Ports Division facilities. Utilized years of experience in lean implementations and project management to improve and standardize processes in the following areas:- Operations / Material Handling - Customer Service - Invoicing- System Integrations (SAP, EDI)

Key Contributions:Trained and mentored a culture of continuous improvement advocates who embraced the Golden Triangle principles of standard work, visual management, and standard management. Facilitated the annual Hoshin Planning process to identify the critical continuous improvement initiatives that directly supported B/E’s strategic objectives. Actively participated in the daily management Walk-About-Review (W.A.R.) process in the Lenexa, Kansas facility to drive immediate management response to escalations. Facilitated cross-functional teams through value stream mapping exercises which included improving process cycle times, decreasing overall lead time, and reducing work in process buffers.

Key Contributions:Consistently drove a safety recordable rate (TCIR) of less than 1.50 by creating proactive safety awareness and expedient root cause corrective action when incidents occurred. Collaborated closely with the Quality department to improve first pass yield, reduce non-conformances, and resolve known issues through the Quality Root Cause Corrective Action process. Improved On-Time Delivery by collaborating daily with Customer Service, Production Planning, and Operations personnel. Drove year over year cost-down savings through the identification of continuous improvement opportunities via the Hoshin planning process. Served as a coach/mentor to new lean practitioners for lean-based activities throughout the facility.

Key Contributions:Implemented a daily 3-tiered production meeting process to drive rapid decision-making and management assistance to issues escalated through the layered tier structure. Certified as a Lead Trainer for 8-Step Practical Problem Solving, modeled after Toyota’s practical problem solving methodology. Trained in KATA with extensive familiarity in the coach and learner role; lead coaching cycles at KATA boards driving rapid PDCA cycles of learning and reflection. Managed the plant 5S program by providing training to department 5S champions and creating a weekly 5S layered-auditing schedule, including the creation of a red tag program. Lead teams through structured 2-5 day kaizen events to implement rapid improvement with dedicated resources. Primary training for these kaizen events covered Golden Triangle principles (Standard Work, Visual Management, and Standard Management). Implemented a visual standard work layered-auditing program to identify cycle time fluctuations at each individual workstation process and then implementing waste reductions to create the new standard.

Key Contributions:Scope of responsibility includes the management for warehouse distribution and logistics, material handling operations, sequencing, parts and accessories, inventory control, transportation logistics, industrial engineering, part procurement, and packaging. Activities included departmental budgeting and forecasting, safety/delivery/quality performance, LEAN material flow and process improvement, strategy planning, performance management, ISO/TUV compliance, etc.

Key Contributions:Responsible for the successful performance of key operational metrics (safety, quality, delivery, cost, etc) in the Materials Logistics department.

Key Contributions:Scheduled assembly plant production, adhering to production constraints to optimize flow and safety.