Alessandro Hammann Email & Phone Number

Simpsonville, Sc, Us

Friedrichshafen, Baden-Württemberg, De

- Head of Operations Launch Management North America - Division E.- Responsible for ensuring the organizational and strategic requirements in the project and ensuring the process of Launching Management at ZF.- Work cross funtionally with various functions inside and outside Operations.- Development and implementation of production strategy.- Responsible for the Launch Management Process in the early project phase.- Leading Process Maturity; Punctual output of products in line with required quality, quantity and costs.- Represents Operations in the Steering Committee- Decision maker in the project regarding Operations outside the gate/checkpoint.- Driving Lessons Learned on a global viewpoint.- Handover to serial Production- Ensuring communication/collaboration between the lead plant and the recipient plant.- Heading of escalations into the project or to functional areas.

Friedrichshafen, Baden-Württemberg, De

Reporting for Director of operations:Main Results in Machining area:- Production Scrap Rate : Reduced 21%- Cost by Unit: Reduced 9%- Direct Labor Reduction: Reduced 22% about $1 Million/year.- OEE : increased 3.9%, running over 80%- VSM : reduced from 7 days to 4 days the lead time- Operator Value Added: Increased from 25% to 85%.- Layout optimization: reduced 4000 sq feet around $500k as a cost avoidance- Developed Roadmap for 18 months of improvements focused on Foundation: 5S, TPM, OEE, Lean Assessment and Cost/unit to support : Productivity, Inventory/JIT, Team Orientation and Zero Defect.- Shop Floor Management Leadership focuses on Safety, Quality, Delivery and Costs. - Development of team work to use Problem Solving Methodologies as A3, Pareto Multilevel to figure out the real root cause of the problems and take systematic approach to perpetuate the improvements.- Rollout the lean model approved for all others business unit.

Friedrichshafen, Baden-Württemberg, De

Responsible for the 9HP Transmission assembly for JLR and FCA and to lead the implementation of ZF Production System.Responsible to manage daily activities happening in production area.Managing the efficiency of the process and decides if any changes are required to improve OEE.

Friedrichshafen, Baden-Württemberg, De

Reporting directly to Business Unit DirectorResponsibilities: ■ Steer and direct the Steering and C-EPS manufacturing operations to Customer FORD, GM and FCA. ■ Proven abilities to manage two differents business and locations. Directly manage 9 supervisors overseeing 456 operators, 68 maintenance staff, 2 continuous improvement engineers and working dotted-line with support areas; ■ Lead the implementation of Production Management Audit – PMA, it is focused on Quality, Launching New Business, Productivity and Standardization; ■ Formation and team development to operate with “business owner” to operators, cell's leader, engineering, staff and all supervisors, with specific training for change the behavior.Main Results (last 24 months). ■ Recordable (Amount of incidents): Reduction of 61% ; ■ Severity (Lost Days): Reduction of 75%; ■ HSE Award: In 2014 and 2015 was one of the seven sites worldwide to receive a corporate HSE Award. ■ OEE: Increase of 7% ■ DL Productivity: Increase of 16,59%. ■ Absenteeism: Reduction of 49% ■ Operation Expenses: Implemented cost reduction of US$ 1.6M in variable costs ■ #DL Reduction: Reduction of 28% with WS Lean Manufacturing and Process Improvements ( automatization ). ■ New Business: Successfully introduced in Brazil Eletric Powering System – Column Drive and EPS Mechanical Gear to Ford B2e, GM GSV and Fiat/Jeep with an annual turnover of R$390 million. ■ PMA Score ( Production Management Audit ): Score 92 of 100. Improve of 5%. Quality: Warranty with reduction of 72% of sales; Customer Perfomance with improve of 8% , Lavras Site with ZERO Customer issues and Ford Q1 Certification

Friedrichshafen, Baden-Württemberg, De

Responsibilities: ■ Responsible for the application of Continuous Improvement throughout the company, supporting top management on the decisions on the South America Continuous Improvement Strategic Plan; ■ Managed the implementation of Lean Manufacturing for current processes and ensured that the lessons learned were applied to new products, Six Sigma, VAVE, Outsourcing / Insourcing and Profitability; ■ Lean Manufacturing: Managed the implementation of the TRW Production System, developing and planning the introduction of Lean principles and Workshops, focusing on reducing costs by the total elimination of waste in the workplace by running a series of multi-functional, focused workshops. In developing new processes, Lean Line Design was used to ensure that new products already incorporated all the lessons learned and with the profitability levels established in the Business Case. ■ Six Sigma: Manage the implementation of Six Sigma, developing a training plan for MBB, BB and GB and managing the Six Sigma projects. ■ VAVE: Managed VAVE activities to reduce the cost of materials, maintaining or improving the quality of products, coordinating actions for the Leakers and Bleeders products and running Workshops focused on technical comparison, breaking paradigms, identifying alternative sources of raw materials, coordination of approval tests and Outsource / Insource studies.Results: ■ Managed the Cost Reduction Program, achieving an average 4% reduction on cost per sales per year, equivalent of an annual cost saving of $15 million.

Friedrichshafen, Baden-Württemberg, De

■ Responsible for implementing the Six Sigma methodology in South America. ■ Planning training programs and oversight of Six Sigma Green Belt projects. ■ Led strategic projects for top management focusing on cost reduction and improved quality. ■ Checked and confirmed the projects with the Controllership area. ■ Achieved the first Black Belt Certificate in TRW South America, in 2002. ■ Six Sigma Representative for all the plants in South America at corporate level. ■ Worked intensively as Coach during the project launch.

Friedrichshafen, Baden-Württemberg, De

■ Responsible for the supervision of the Drum Brake plant, which employed more than 200 employees in three shifts. ■ Managed the indicators for Quality, Safety, Logistics (inbound/outbound), Lean Manufacturing and its support tools, Productivity, Efficiency, Cost of Manufacture, Overtime, Profitability. ■ Ensured the commitment of employees to waste reduction on a daily basis. ■ Development Coach to all the production team.

Post-Graduate Diploma, Strategic Business Management

Six Sigma Black Belt, Statistical

Bachelor Of Science (B.Sc.), Production Mechanical Engineering.