o Stabilize the Plant o Grow the management team, define the roles, responsibilities and decisions o Redefine the production overhead o Implement a very strict cost management o Build a strategy together with the team in order to achieve the breakeven o Successful implementation of the transfer plan: 100% internal processes in house o Flawless launch of the new projects o Focus on innovation in order to change the actual production process
o Develop the management team and also sustain the development of successors and key people o Fulfils and follows the objectives of the company and adheres to the requirements of the quality management system and of the environment system implemented in the company o Build a strategy together with the team in order to achieve the objectives of the company o Responsible to draw up forecasts regarding plant activities o Deliver P&L, follow up production , quality and logistic indicators and report them to the European Management Team o Actively sustain the Continuous Improvement and Lean Manufacturing through APS implementation Main Achievements o Develop a committed and capable Management Team o Assure plant stability o Productivity improvement of 500 000 euro using Value Stream Map Analyse and Line Balancing o Packaging project implementation, savings 1000000 euro o Transfer plan implementation: o Flawless launch of Cut and Sew transfer from Poland to Romania, savings 850 000 euro. Hiring and rump up plan of 750 new people. o Strategically transfer of cushion production from Lugoj to a low cost county to main a competitive labor rate. Hiring and rump up plan of 270 new people o Promote innovation and continuous improvement o Deliver and exceed the EBIT (from zero to two digits EBIT) o Develop Quality Culture till the operator level and as result decrease the PPM from 51 to 7 o Develop the local strategy for the Best Value Plant in accordance with Autoliv European Objectives
o Direct and coordinate plant operations o Maintain a clean and safe plant and develop a well-trained and motivated staff. o Conduct employee performance reviews. Schedule and conduct plant meetings with all departments o Responsible for the product quality and plant efficiency. Plant-wide ownership of the culture change o Responsible for Profit and Loss and to implement Best Practices and Lean Manufacturing Main Achievements o Plant departments reorganization (production, maintenance, quality) o Reorganize the plant layout, saving 25000$ o Waste disposal saving 14000$/year, Electrical power saving 10000$/year o Transportation saving 36000$/year o Indirect material saving (re-sourcing the suppliers, only MRO materials): 12000$ o Increase the plant efficiency from 62% to 73%, o Implement the Lean Manufacturing tools and WFM culture o Reduce the plant inventory with 2 000 000 $ o Improve EBITDA with 10%
o Responsible to implement Kaizen Manufacturing System in both plants respecting the Lean principle. o Synergize both engineering structures to optimize the resources and increase the efficiency. o Define the unique engineering strategy and vision. o Implement best practice in both plants. Implement the procedure standardization where is applicable.
o Execute all engineering deliverables of a customer/engineering program. o Develop a training program to continuously improve and strengthen the talent base within Engineering. o Support the Customer Team and other divisional personnel .Manage the Engineering resources o Organizes technical projects (cost estimates, program plans) and coordinates new projects till SOP phase o Responsible for APQP documents: Process Flow Diagram and PFMEA. Main Achievements o Build and coach the engineering department and implement plant engineering metrics o Reorganize the plant layout, saving 63000$ o Increase the plant efficiency from 45% to 74% o Implement the Lean Manufacturing culture o Reduce the webbing consumption, saving 40000$/year o Successfully transfer the entire production of one KSS Italian site to Romanian production site o Increase the manpower utilization with about 30% and Reduce the WIP with 20% o Use the Kaizen tools (SOS, MPU, WCT) in order to balance the lines, apply the Takt Time concept in order to calculate the number of direct people. Savings 48000$
o Coordinates the assigned projects, from prototype phase through production start-up, following the general PDP process.Define with project management and ME gate reviews per project to evaluate MSD target o Coordinate weekly Engineering Change Meeting to assure a flawless implementation of changes o Determine resource needs through model change forecasts. Develop schedules and issue pre-plan schedules to each team. Provide training and support to Pre-plan Engineers, technicians and operators. o Oversee all model change related activities insuring that lines are released and properly followed-up. o Coordinate the pre-plan engineering team for new projects development.