As a Business Coach and Six Sigma Black Belt, I help companies improve their productivity by enabling their Value Stream Management through Continuous Improvement and Organisational Development.

Key Responsibilities: • Lean Transformation Management: Led the integration of lean principles across the site. • Kaizen Culture Development: Established and maintained standards for Kaizen activities, promoting continuous improvement. • Productivity Improvement: Developed and implemented strategies to enhance operational efficiency and reduce waste. • Team Leadership: Managed a team of 7, overseeing the Kaizen idea management system. • Kaizen Promotion Office: Created a… Show more Key Responsibilities: • Lean Transformation Management: Led the integration of lean principles across the site. • Kaizen Culture Development: Established and maintained standards for Kaizen activities, promoting continuous improvement. • Productivity Improvement: Developed and implemented strategies to enhance operational efficiency and reduce waste. • Team Leadership: Managed a team of 7, overseeing the Kaizen idea management system. • Kaizen Promotion Office: Created a Kaizen promotion office, providing tools for colleagues to implement improvements quickly and cost-effectively. • Event Leadership: Led 3 successful Shingijutsu Kaizen events with Sensei Katahira-san, achieving over 10% productivity improvement in each. • Daily Management System: Transformed the site to an SQDC-based daily management system, integrating standardized problem-solving methods. • Strategic Contribution: Contributed to site strategy development through Hoshin Kanri. • Model Line Development: Developed model lines based on flow and pull principles. • Lean Coaching and Mentorship: Served as lean coach and mentor for the site.Major Achievements: • Established a standardized Kaizen framework, fostering continuous improvement. • Created a Kaizen promotion office, empowering colleagues to make swift improvements. • Delivered over 10% productivity improvement through Shingijutsu Kaizen events. • Implemented an SQDC-based daily management system, enhancing problem-solving efficiency.Skills and Technologies: • Lean Six Sigma • Continuous Improvement (Kaizen) • Process Optimization • Change Management • Cross-functional Collaboration • SQDC-based Daily Management • Hoshin KanriImpact: • Enhanced plant productivity and operational efficiency through lean initiatives. • Fostered a proactive workforce by embedding a strong Kaizen culture. • Drove significant process improvements and cost savings, contributing to GE Aerospace’s strategic goals. Show less

Deploy and manage continuous improvement programs across MOL Group Flagships & Subsidiaries.2020 Q1-Q2 Customer Service Process Improvement based on First Time Right principles2019 Q4 MOL Limitless Mobility (Carsharing Service in Budapest, HU)2019 Q1-Q2 MOL Group Italy (Milan, Bagnolo Cremasco)2018 Q3-Q4 MOL Romania (Bucharest, Cluj-Napoca)Drive organisational change into value stream management2019 Q2 MOL Hungary LogisticsA3 trainer and ownerMentoring… Show more Deploy and manage continuous improvement programs across MOL Group Flagships & Subsidiaries.2020 Q1-Q2 Customer Service Process Improvement based on First Time Right principles2019 Q4 MOL Limitless Mobility (Carsharing Service in Budapest, HU)2019 Q1-Q2 MOL Group Italy (Milan, Bagnolo Cremasco)2018 Q3-Q4 MOL Romania (Bucharest, Cluj-Napoca)Drive organisational change into value stream management2019 Q2 MOL Hungary LogisticsA3 trainer and ownerMentoring project owners of business improvements in MOL Austria and MOL Romaniausing lean, six sigma and quality management principles(including gemba walks, coaching, mentoring, teaching, training)Subject owner & lecturer of 'Lean in Downstream' course at Value Chain AcademyPannon University, 3 semesters Show less

Leading 4-month improvement project teams (PDCA) of 4-6 participants.Projects led in the following fields:- Lubricants planning and production (2 project teams)- Fuel production quality control laboratory (1 project team)- Road fuel delivery (3 project teams)Results targeted in OTIF, FTQ, Lead time.Developing Downstream Lean Academy for MOLGiving lectures & trainings at group-level internal academy and numerous bootcamps to groups ranging from 6 to… Show more Leading 4-month improvement project teams (PDCA) of 4-6 participants.Projects led in the following fields:- Lubricants planning and production (2 project teams)- Fuel production quality control laboratory (1 project team)- Road fuel delivery (3 project teams)Results targeted in OTIF, FTQ, Lead time.Developing Downstream Lean Academy for MOLGiving lectures & trainings at group-level internal academy and numerous bootcamps to groups ranging from 6 to 200.Mentoring pilot projects and lean transformation preparations at international subsidiaries in Croatia, Romania and Bosnia and Herzegovina. Show less

Professional support of LEAN transformation in Slovnaft Logistics

Development and successful application of Performance Monitoring System at Railway Shunting units in MOL. Successful project launch of strategical reorganization of Railway Shunting Unit at MOL Group

Manager of Central Freightage and Order Management. Coordinating road fuel transportation strategy and operation between Commerce and Logistics based on Supply Chain Management criteria. Achievements: Development and execution of Customer Supply Forum, Evaluation of Road Transport Scheduling MOL Romania, Successful strategic capacity planning, development of quality objectives system, significant reduction in non-adequate deliveries.Dimensions: Professional leadership over 40 employees,… Show more Manager of Central Freightage and Order Management. Coordinating road fuel transportation strategy and operation between Commerce and Logistics based on Supply Chain Management criteria. Achievements: Development and execution of Customer Supply Forum, Evaluation of Road Transport Scheduling MOL Romania, Successful strategic capacity planning, development of quality objectives system, significant reduction in non-adequate deliveries.Dimensions: Professional leadership over 40 employees, yearly delivery of 2 bn liters, unit dispatching over ~100 road tank cars, signatory rights under 300 kEUR. Show less

Lead planning role in the establishment of international operation based on synergies offered by EU membership. Operational leadership tasks over Transport managers in the unit with limited employment rights. Supervising operation and improvement of employed applications.Achievements: Bilateral cross-country delivery establishment (SK-HU), improvement in application integration (Paragon, Aspen Retail, SAP R/3), product withdrawal projects.