Plant management, lean manufacturing, supply chain

reporting to Chief Operating Officer Vice President, leading the Global Supply Chain for the Group, coordinating the Sales Inventory Operation Planning (SIOP), responsible Logistic costs, Global Inventory, Service level, the supervision of the 5 distribution warehouses of the group, leading team of 42 people via 6 direct reports and functionally  6 plants supply chain/logistic managers,  with direct responsibility of
-	Demand Planning and Customer Desk team				- Warehouse and Transportation
-	Material Procurement Planning					- New Product Introduction Logistic
-	Central Master Production scheduling				- IT Logistic Development Process 
Main achievements:
•	Improved Demand Forecast process, implemented new organization, Standard process and Management System resulting in a Customer service (OTA%) from 77% to 84%, Back Order reduced by 55%; Inventory (FG+Material) reduced by 5%, manufacturing plant reliability > 90%
•	Logistic cost reduction (-10% for 2 consecutive years) introduces new 3PL in foreign markets, warehouse space optimization, several projects for truck loading saturation with Engineering and Plant Manufacturing
•	Improved Supply Chain organization effectiveness, Headcount from 54 to 42, while improving key logistic indicators 
•	Obsolete reduction project: recovered material for 600k€/year saving, reviewed standard phaseout process implementing a X-functional steering committee, established common goals with Logistic-Sales-Marketing on obsolete improvement.
•	Champion of Supply Chain digitization projects from manual excel to web-based platform: 1) Demand Fcst optimization on SAP, 2) Central MPS process (AirSIOP), 3) Site production/material planning process (AirFactory), 4) Material management and line replenishment (AirFlow) fully connected with MES in the factory for real time control and data management.
•	Implemented logistic model for Spare Part Business (MRP area, BOM, Inventory Management by components, Planning Process, Delivery process, specific KPIs,) and built dedicated warehouse, machine for packaging and shipping procedures.

Manager reporting to Chief Operating Officer Vice President, responsible to lead Continuous Improvement projects and the deployment of WCM program focusing on ensuring his taking root and sustainability, coordinating 8 WCM resources and global Operation Functional supports for defining the standard in operation, leading and coaching plant managers and leadership teams for an effective implementation through consistent activities at plant level.
Main achievements:
•	Established base to sustain WCM through the definition and implementation in all plants of a new standard Manufacturing Organization model, with right span of control, Role & Responsibility, cascading at cell level full accountability for KPIs management, Standard work and continuous Improvement process, while reaching 50% reduction TCIR on safety, 15% improved plant productivity for 2 consecutive years, 10% WIP reduction, Internal Quality improved by 50%, and sustained WCM Bronze certification for 2 sites
•	Warehouse re-engineering in Poland plant, increased space utilization by 50%, implemented direct line feeding, headcount reduced by 20%
•	Support analysis for plant layout for in Poland and Mexico sites to enable process flow by connecting different processes, reduced inventory by 34% and productivity (+20%).
•	Implemented Productivity and Quality projects along manufacturing sites (New Product introduction effectiveness, ensuring productivity via line balancing and operator saturation, Address key quality via robust Standard Work and execution).
•	Implemented global Management Operating System, with standard KPIs, dashboard, standard tier accountability cross-functional meeting, escalation process, improving collaboration and effectiveness among Operational Global Functions

reporting to the HOS Vice President, part of the Operation Multisite Extended Leadership Team and responsible to drive Honeywell Operating System along 15 Plants, 2 Distribution Centers, 10 Laboratories and Prototype Shop and 3 Suppliers, coordinating 6 HOS Lean Managers and functionally 15 HOS resources in different location and countries, teaching and coaching Leadership team from global Multisite Functions to local, Plant Managers and leadership teams, driving Lean Transformation, improve maturity and sustainability of SQDCI performance. 
Main achievements:
•	100% TS plants from Silver to Silver Excellence, demonstrating “Zero safety” incidents culture, Global Quality PPM <8, plant productivity/cost from 5% to 7% year over year, 
•	Developed and executed the HOS/Lean Silver Excellence Process, aiming to integrate all global Functions within the Honeywell Operating System by establishing their Vision, Best in Class expectations to be integrated as new standard in the Capability Guidebooks.
•	Implemented a formal internal and external Knowledge Sharing process to ensure best practices across the Regions
•	Successfully driven several kaizen events linked to STRAP and Breakthrough projects focused improve Safety-Quality-Delivery-Cost-Inventory
•	Regularly facilitating the Strategy Deployment Process along all Business organization levels.

in Atessa managing 450 people, responsibility to drive the Production department to achieve annual targets, ensuring effective resource management by creating a positive employees relation, cascading accountability to the lowest department level for performing, sustaining and improving the HOS culture, via coaching and kaizen approach. Since 2009 I got also the position of HOS site Leader.
Main achievements:
•	Ensured yearly target as for AOP expectation. 5% -7% productivity year over year, Customer PPM<10, plant reliability >85%
•	Reached HOS Silver certification in 2009 as first plant in Honeywell.
•	As special project in 2010 managed redundancy and transition plan in Atessa site along 1 year (100 people impacted).
•	Champion of plant Digitization initiatives: deployed Visual Factory, Material Handling System (MHS) aiming direct line feeding and plant warehouse full automation
•	Full plant re-layout projects, definition, investment, full execution, enabling safety and productivity with ROI of 1,5 Year.

reporting to plant Director, responsible to deploy the foundational HOS at site being appointed pilot site for Honeywell, establishing the content of SIF (Standard Implementation Framework), acting as “Change Agent” in the plant leveraging all plant people, teaching continuous improvement thinking and leading Kaizen events on regular basis. Reached Bronze certification in 2 years, “0” safety incidents culture, +20% gross productivity, -25% Inventory, -50% Quality Incidents

reporting to plant Director and dotted line to the European Six Sigma Leader, responsible to drive Continuous Improvement in the site, ensure yearly OPEX savings 6%  as for Annual Operating Plan and  develop Six Sigma culture within the site by delivering training course and coaching people for project completion and certification. Atessa being first plant with 100% salaried Six Sigma certified

reporting to Manufacturing Manager, leading the re-engineering programs, new equipment introduction, new product introduction, continuous improvement, High Performance Work Team support within the production department managing a team of 11 high skilled technicians

; reporting to Manufacturing Manager, responsible to lead one production shift of 130 directs through 7 Process Facilitator and 3 Quality Inspector, aiming to ensure daily production plan and targets on key performance indicator (SQDCI)