World Class Manufacturing Manager
CAN-PACK MiddleEast LLC
Total years of experience :29 years, 7 Months
Lean Management/Continuous Improvement.
For Cluj: 75% of the effort, acting as a Continuous Improvement Manager and Global CIS Team member, with projects in:
- Cluj BSC Lean Roadmap 2020/2022, build and validate.
- SIG Excellence Systems modules for Lean in Administration (review and adapt).
- Training: 6sigma White Belt for more than 50 employees (2018-2020).
- Transition Management - ensure smooth transfer of selected job positions and processes from Neuhausen and Linnich, to Cluj (Finance, Indirect Procurement).
- Project Manager for “Critical” Documentation - knowledge is captured and documented; managed processes are mapped and aligned with internal customers (2019).
- Project Manager for “Business Continuity Plan” Project (2020).
- Member of the Cluj CIS Team - support the implementation of different initiatives. Act as Mediator in the Sales Back Office - Controlling Office workshop (process mapping +action plan follow-up). Supervised the Order Centre/Material Planning/Prod Planning/Dispatch workshop development and action plan follow-up.
As Global Continuous Improvement Systems Team member - involved in SIG Excellence Systems (Lean) development and implementation. Workshop in Curitiba (Brazil) for Autonomous Maintenance Implementation.
Write 8 Lean modules for SIG Excellence System booklet, (from a total of 45)
For Linnich, 25% of the time, with projects like:
- Project Manager Global “Good Practice of QC Auditors daily routines”: Mapping the Current state, Collecting the Good practice from the SIG production sites, document and communicate the Guidelines.
As Global Quality Specialist, acting as a Support Manager for the Preventive Actions Projects (after the Critical Incidents are closed): Project Charter and the Timeline creation and validation, bi-monthly follow up with the Project Leaders, Project Status evaluation with monthly reporting to Chief Supply Chain Officer and Q Board.
Around 8-10 rolling projects each month.
Part of GS Excellence team (3p) and direct responsible for mapping the Service related Global Processes.
- Act as leader of the workshops to review& update the Global Preventive Maintenance & Corrective Maintenance Processes.
- I was leader of the workshops to create the Escalation Plan and Rules (for European and ME organizations).
- Gave support during the workshops for mapping the “Technical Upgrades” Processes and for the “Project Installation” Processes.
- Responsible to prepare and train in Lean Basics and White Belt level, the Global Service employees.
- Responsible to Map the Global Service Internal processes.
- I gave support for the Digitalization SIG Project, being responsible for Future State Mapping of the Maintenance Processes.
- Team Member of Remote Service Support Project (Augmented Reality glasses)
Achievements: 100% complete mapped Internal Processes of Global Service, on time in full.
100% trained Global Service department employees.
Regional Lean Manager | PMO - MEA
- Support the “Strategic Thrusts (Projects) 2015-2017” development for Production. Create and follow-up the Action Plan for the Lean aspects, inside the Production Strategy.
- Create the rules on how to manage the Internal Projects. Coach the Project Managers on how to create the Project Charters.
- Support the 6sigma Program development. Trained 167 people in 6sigma White Belt (FSEs and Office, Dubai and KSA, South Africa, Turkey, Iran). Select the 6sigma Green Belt trainer/consultant.
- Create the training material for “CBOB (Combibloc Obeikan) Problem Solving Way”. Train the Field Service Engineers (FSE) in Root Cause Problem Solving (KSA, Egypt, and Kuwait, South Africa, Iran, Turkey) (54 persons- around 90% of total FSEs).
- As a PMO, I supported the COO in Strategy Deployment Project and KPIs dashboard development and follow-up.
- Act as Facilitator in Obeya Room (May - Dec 2018, twice per week)
- Audit the Strategic Thrusts/Projects status, on Regional level, as PMO.
- Support the Technical Service Department with the Safety Awareness Test (for all FSEs >150 people).
- Train and help the SCM Department to map their processes (Current State).
- Lead the “Resolution” Module inside “We are Quality” interdepartmental Project.
- Create the audit tool for “Technical Lean Audit”. Site Audits done in Egypt and KSA.
- Support the Riyadh Plant Managing Director for any Continuous Improvements follow-ups.
- Kick-off the SMED program in Riyadh Plant.
- Develop “Operational Excellence for Customers” Service Offer (as a team member).
- Follow-up on the Lean Projects done with the consultant.
Achievements: Achieve Commitment Score in Project Management Execution 7.78 (vs. 7.00 (100%)) for 2017.
Team Member in the Loss Analysis Project - 1.5 mEur proved savings 2017.
100% Implementation of Obeya Room in 2 months vs 3 months target.
97% KPI collected, reviewed, and deployed on time (30.04)
- I developed the Yearly Lean Roadmap for Organization’s own Lean Projects, like “5S wave 1”, “5S wave 2”, “KAIZEN Projects”, Value Stream Mapping, Performance Boards, Skill Matrix, and Lean Trainings (2013, 2014 and 2015).
- Worked in Riyadh Plant, Dubai Offices and “Almarai” site.
- Follow up on deliverables of Lean Workshops done with the help of the consultant (4Principles Dubai): TPM; Supply Chain; “Almarai” Project; “Cash-to Cash” and “Total Printing”.
- Develop a General Lean Training material and train the Riyadh Top Management.
- Train Mid-Managers and Field Service Engineers in different Lean tools (RCPS, Visual Management, 5S, etc.) - at customer site.
- Train and support 5S (Riyadh Plant, Dubai Office).
- Implement and support 5S & Performance Management at “Almarai” Site.
- Coach on RCPS (Riyadh Quality Team - 8D as a tool).
- Coach on Hygiene and Safety (the local Supervisors).
- Coach the Riyadh Plant Local TPM Champions.
- Support the Kaizen Projects definition, planning and follow up in Riyadh Plant (30 improvement projects Wave 1, July - December 2013). Support the KAIZEN Projects definition for Wave 2 (January - June 2014).
- Support the New MD of Riyadh Plant (June -December 2014) to implement his (Lean) Vision (Waste Reduction, OEE deployment, daily mentoring of 2 of the production mid-managers, etc.).
- Create the “Safety Passport for FSEs and Visitors” - part of a Global Safety Project.
Central Lean Champion
- Part of the team responsible with the Lean Transformation at different sites level (Timisoara RO, Nagykata HU, Boletice CZ).
Meaning: Current State evaluation, support the management in Future State definition; than full project (TIP) definition, selection and implementation; the Lean approach was to work on three dimensions: Management Infrastructure, Operating Systems and Mindset & Behaviour, with different Lean tools (SOP, 5S, Performance Boards, PDCA, RCPS, SMED, Speed Days etc…) to improve the performance of the sites.
- Supervised/coach one project (Productivity) in Timisoara. Supporter in another project (Mindset & Behaviour)
- Supervised/coach one project (Productivity) in Nagykata. Supporter for another project (Flow).
- Supervised/coach one project (Motivation) in Boletice.
- Team Member of European Inventory Reduction Team.
- Direct presenter and Support presenter during training weeks in the Lean Academy (Performance Management Module Leader)
- Execute Post assessment evaluations/audits (Agugliano-I, Tampere-FIN, Rosa-I, Fegersheim - F).
Achievements: 300 kEuro proven improvements in Timisoara.
1400 kEuro proven improvements in Nagykata, 450 kEuro proven improvements in Boletice.
Lean Engineer - Responsible for different Autonomous Manufacturing Areas (Machining, Inlet Valve and PLV) to create& implement the Manufacturing Operating System.
- I developed the Operators Standard Work for manufacturing cells. Check WCT, SOS, with MSD (project file). Document Cycle Time fluctuation.
- I trained the operation staff in area of responsibility, for Lean tools (5S, Work Combination Table, Standard Operating Sheet, Work Element Labor Summary, Connection Maps, Balance &Utilization Chart, QVC analyses…).
- I gave support for Continuous Improvement activities in areas for People, Quality, Volume, and Cost.
- I was Main Responsible for specific Plant initiatives (5S, Operational Efficiency, Lost Time Management, etc.) implementation in the designated manufacturing area.
5S Plant Champion - train and coach operators and middle management across the Plant. Support DMS team during 5S evaluation audits. Supervise Action Plans evolution and task closure for all the Plant.
Achievements: Improve the Plant 5S score from 38% to 91% (target was 90%).
Implement the Working Cell Performance Boards, 100% in the areas of responsibility.
Responsible for Lean/kaizen implementation in this company. - - Support the management in KPI’s definition and measurements for Production Area. Develop an action plan to implement an organizational type mentality (with the HR support).
- Establish and standardize the Value Stream for the main products (after VSM).
- Execute the 5S training &implementation. Almost 150 employees trained in 5S.
- Execute the TPM implementation. Prepare check lists related to autonomous maintenance.
- Use Kaizen Institute Romania as consultant.
- Prepare and implement Standard Operation Procedures linked to Quality and Processes.
- Member of Board of Directors, related with productivity aspects.
Kaizen/Lean Sigma Manager||Packing Manager||QA Manager (multitasking)
KLS Manager - train my associates in the “continuous improvement” way. Use specific lean tools (5S, performance matrix) to push the “change of mentality” of the peoples. Ensure a safe shopfloor.
Use TBM Geneva as consultant.
Packing Manager - management of the Packing plant including all the aspects related (production, cost control, inventory control, QA, Safety and HR). Manage 47 operators via 4 team/shift leaders.
Support the Project team in the upgrading process of the plant.
QA Manager - ISO implementation regarding quality and environment areas.
Start the selection for the consultant company.
Achievements: Lean Sigma Induction & 5S training for middle management.
Create and execute Hygiene training for bottling employees (100% trained). 5S for bottling front managers. 5S training for Laboratory peoples.
Start of HACCP implementation in the production unit.
Zero safety events during my management period.
Halva &Packing Plant Manager - Responsible for Production & Maintenance Program; for HR aspects; Production Costs; Plant Budget monitoring; Health & Safety;
I had 30 to 120 operators indirect reporting (via 3 team leaders)
Environmental Reporting -Provide Real and Accurate reports of environmental performance in Bunge Romania locations.
KPO - 4 kaizen events done in 2007; in Feb 2007, the start of continuous improvement philosophy implementation
Achievements: Successful total capacity increased with 16%, 2006 vs. 2005.
Maintained stable in the next years.
Zero/No safety events during my management years.
More than 150, 000$/year saving proved based on the Kaizen events.
Implement HACCP in the Plant.
Trainer for kaizen: more than 40 peoples.
Trainer for Hygiene: more than 160 peoples trained each year
Halva Plant Manager - Direct Responsible for Production & Maintenance Program; for HR topics; Production Costs; Plant Budget monitoring; Health & Safety;
I had 30 to 120 operators indirect reporting (via 3 team leaders)
Bottling Maintenance Manager - Maintenance Program Implementation & Supervision (with the IT support); spare parts stock control and orders negotiation.
Environmental Reporting - Provide real and accurate reports of environmental performance in Bunge Romania locations.
Achievements: By better controlling, I succeed to reduce of the spare parts stock value with 35% (March 2002 vs. February 2006).
Zero/no safety events during my management period.
I created and communicate the Environmental Policy of Bunge Romania Group
I gave support to the Technical Manager on different projects.
Achievements: prepare the file for Company’s Environmental Authorization; Fire detection system Project supervision; gas detection system Project supervision; wastewater flow meter Project supervision.
All the Project were approved by the local Authorities.
Start with a new product in the market (5 L bottle).
7% personal sales from total volume.
sales. Direct or by phone.
stock control.
payment supervision.