Resposibilities:The main responsibility of General Manager is to accomblish operational excellence in core business at two plant. Success Story: The success story of company, revenue growth rate is 43,3 % in one and half year with existing assets without investment. The achievement has been approved and declerated by Turkey’s Chamber of Commercial’s web side that PMS has been ranked 536 largest indstrial company in Turkey by annual revenue of 2014.(ranked 640 at 2013)The specific management methodology has been perfected at recent two different company experiences.The leadership philosophy consist of lean manufacturing and operational excellence principles with highly adaptable methots to core business in short time. Key Performance Indicators of PMS at 2014:-Productivity growth rate 2014 is 40% (compared 2013)-Cost cutting rate of 2014 is 30% (compared 2013)-Delivery in full on time rate is 90% (2013 – 65%)-Inventory rate is shrinked to 50% (compared 2013)-Flow rate of WIP rised to 45% (compared 2013)-Quality reliability, reject customer claim figures are improved 20% (compared 2013)

Main responsibility is implementing,-Operation excellence management system at Production Planning,-Strategic Planning,-InventoryManagement-Pucshasing,-Recourage Development,-Warehouse,-Budget,-Investment Planning Departments...

DEPUTY GENERAL MANAGER (PLANT MANAGER) - Who is in charge of Production - Maintenance - Quality - Planning - Investment - Human Resources - Purchasing - Occupational Safety departments. One of the main responsibilities is achievement of production quantities with low cost and in time delivery. -Setting and managing the annual budget plan which is suitable with capacity and sales ability and manage and deliver mountly performance report of budge. -Determining on Board for targets of the budget and keeping the faloow all Key performance indicators -Developing and managing 3-year plan for investment and capacity -Representing the company at abroad. - Managing the company processes with targets ; also managing performance-based salary - rewarding and premium system. -Managing "Profit Maximization Analyze" for maximum profit per unit of time and making flexible production, procurement and sales department strategies

Jop Title; Casthouse Production Manager a)Increasing the production capacity b)Decreasing the quality defective material percentage c)Decreasing the customer complaints d)Applying occupational health and safety rules in the plant e)Managing and decreasing unit costs f)Forming annual production budget g)Reporting budget performance indicators h)Applying 5S - Kaizen - TPM operations in the plant i)Forming training budget according to the necessities of the staff j)Decreasing the cost of employment and overtime k)Incerasing the established capacity efficiency. l)Reporting the foundry results monthly

a)Performing work-studies for all workbenches, calculating established capacities according to pruduct groups b)Forming Capacity requirement planning, terminating the orders, managing term-consistency c)Preparing investment plans for according to established capacity and products d)Preventing the workbench stoppages because of raw-material shortage e)Managing "Profit Maximization Analyze" for maximum profit per unit of time and making flexible production, procurement and sales department strategies f)Planning the workbences according to the flow-chart g)Directing sales department to the most profit product group h)Planning new workbench investments according to the capacity limits i)Managing stock costs in minimum budget targets

a)Managing established production capacity of arc furnaces b)Scrap and slag percentage in minimum budget targets c)Assessing scrap as raw-material of steel plant, and reporting to the Steel Plant Managemenet d)Classification of scrap on scrapyard e)Improvement about decreasing the consumption of arc furnace electrodes f)Improvements about decreasing electricity costs g)Applying occupational health and safety rules on steel-plant h)Improvements about increasing the long-life of furnace refractory i)Analyzing and reporting failure stops j)Assesing scrap on ship and reporting steel-plant efficiency k)Applying 5S rules on the steel-plant