Písek, South Bohemia, Czechia
Innovative and results-driven professional with expertise in project management, manufacturing engineering and operation management. Skilled in delivering impactful solutions, leading cross-functional teams, and driving organizational growth. Passionate about leveraging my technical skills and strategic thinking to solve complex challenges and achieve measurable results. Eager to connect with like-minded professionals and explore new opportunities for collaboration and growth.
Leading maintenance and production shop floor for tier 1&2 in automotive industry. Growing maintenance team skills: 50% new comers Direct labor convergence: 14% reduction of head count during first 4 months Scrap convergence: 65% reduction during Q4 2025 Material productivity by reduction of technical scrap Critical ramp up of production transfer to secure quality and deliveries to customer
Leading 5 production sectors (from 300 to almost 400 operators) and maintenance department. Managing daily operations to deliver customer on time with the right quality. Deeply involved in plant DLP via management of operator efficiency on the shopfloor and flexing of indirect labor based on volumes. Leading continuous improvement, 5S for the whole plant, SMED/VSM workshops (internally certified lean advance). Boosting shopfloor continuous improvement: number of implemented improvement ideas submitted by direct and indirect labor multiplied by 3 the first year. Digitalization of shopfloor by working on deployment and adoption of internal MES (specific KPIs developed to support convergence). Reinforcing daily routines of my team to better manage daily work and convergence of KPIs. Deployment of new quality fundamentals (8 new basic rules defined for the whole Schneider Electric to better deliver our customers): Poka Yoke, OK 1st part, check do check, final inspection, rework under control, red and yellow bins... Implementation of daily scrap show which allowed a scrap cost reduction of 50% within 3 months Office re-organization to have support functions working in the same office than production team: this improved a lot our reaction time and communication in the plant (better performance)
Leading a multi skills team of 15 technicians/engineers responsible for new industrializations, line transfers, plant Capex planning, cybersecurity, smart factory tools deployment and automations. Responsible for continuous improvement and DLP for the whole plant. During that short time period we made: - an improvement in yearly DLP with my team, from less 5% to 7% (>40000 hours saved per year): specific KPIs deployed to allow that convergence (f.e. daily DLP follow up for direct and indirect labor), several KAIZEN done to improve line efficiencies (operator efficiency improved +2% the first year), reduction of number of water spiders by 28% - Pisek plant was for the first time certified smart factory: implementation of MES, smart cameras, AGV, IOT for critical equipments… - automation projects allowing a saving of more than 25000 operators hours (>13 operators FTE): new equipments, smart cameras instead of visual control, cobots, AGV - deployment of Schneider Electric MES over the whole factory supported by specific new KPIs (f.e. red time explained, operator time covered in MES VS attendance...) - deployment of Schneider Electric app to support short interval meetings (daily meetings done at line level/production sector level/plant level) - passing the internal system audit with a scoring over 800pts (advance plant)
Leading a team made of 15 technicians/engineers, responsible for new launches and continuous improvement projects on the shopfloor. Launch of 15 to 25 new projects for OEMs per year: Volvo, Daimler, Stellantis, Ford... All launches managed internally thanks to our team of process experts (tooling specialist, welding/canning experts). Deeply involved in new projects from early phases to ensure process & product development take into account plant experiences. Supporting project business case by finding Capex reduction opportunities, process improvements, technical scrap reductions. Responsible for projects launch costs (direct labor cost for new projects, scrap costs...) Deeply involved in process development for new projects including lean line design workshops to optimize direct labor cost, capex, flows, WIP in the project early phases. Participate in setting up new company standards for new launches (creation of specific deliverables to allow better and smoother launches of complex projects).
Leading a support function team (8 people: process engineers and robot programmers), taking care of continuous improvement for all productions lines, implementation of first levels of TPM for welding tools and robots, breakdown/micro stoppages reduction using pareto approach, quality improvements by reducing rework and scrap.
Managing short and long term capacity of equipments. Transferring products between machines and plants. Definition, purchase and launching of new machines. Capex reduction for new capacity equipments.
improvement of a torquing process for gas turbines assembly.