Fausto Tacchi Email & Phone Number

Domodossola, Piemonte, Italia

Promoted to the role of Site Manager for the Domodossola plant (40M€ revenue with 80+ employees), delegate for Health Safety and Environment, reporting to the Hub Director. Enhance plant HSE performances by focusing on increasing awareness of the employees, reporting events and promptly close the loop and perform regular internal audits. Review and optimise cost structure in order to improve plant profitability in a general market demand reduction with strong competition. Assess current stocks delivering sustainable reductions by implementing new procurement strategies and processing methods. Identify operational cost optimization initiatives, focusing on energy saving initiatives, and define sustainable implementation plans.

Domodossola, Piemonte, Italia

After a multi-site experience as Continuous Improvement Manager, promoted to a people management role in charge of all Operations departments (Production, Technical & Maintenance, Quality, EHS, Operational Excellence) in the plant, reporting to the Site Manager. Challenge and improve current production and maintenance organisation by assessing and reviewing existing instructions, protocols and routines. Implemented new meeting routines at department level to reinforce communication and information flows top-down and bottom-up. Define multi-year improvement projects pipeline to deliver sustainable savings and keep the business profitable.

Promoted to provide strategic and tactical implementation of lean operations, operational excellence and six sigma tools and processes across 6 sites. Partner with local teams to focus on improving key business metrics of safety, quality, delivery, lead-time, profitability and productivity. Create future state improvement roadmaps with clear executable plans in line with business strategies and KPI improvement needs. Conduct analyses on industrial performance – Quality, Process, Energy, CAPEX and Continuous Improvement, presented findings during monthly business reviews. Empower employees to be improvement leaders in their own areas through dialogues, workshops, site visits as well as training and development programs. • Contributed to the successful implementation of major projects through effective capex planning and technical support. Also actively participated in Industry 4.0 projects. • Supported planning and delivery of millions of euros Capex expenditures by performing ROI analysis to identify capex investments with high profitability.• Captured significant industrial savings, amounting to 2.3% of the 2020 cost of sales. Identified cost variances and their associated root causes through site-specific P&L analyses. • Played key role in the achievement of industrial targets – OEE, energy efficiency, productivity, customer complaints reduction, as liaison between the business and Italian sites. Notably catalysed improvements across 6 sites with disparate mineral processing procedures and a wide range of process competencies. • Enhanced shop floor working conditions via implementation of 5S, rituals of management and visual management. • Achieved zero Lost-Time Accidents at the Hub in 2020 via identification and resolution of at-risk conditions and behaviours. • Mentored and developed site teams in the application of lean tools such as root cause analysis (RCA), Ishikiwa and the plan-do-check-act (PDCA) cycle, among others.

Domodossola

Drove complex process improvement and transformation efforts across the plant to enable scale, operational efficiency and agility in the production of corundum for abrasives and oilfield markets. Worked with the plant management team to determine key priorities and design an action plan. Expanded KPIs to improve focus on energy and process performance. Conducted in-depth analysis, investigations and interviews to assess plant performance against quality and safety targets. Directed cross functional teams to implement lean principles and techniques to improve plant cost competitiveness and efficiency of processes and practices. Cultivated and promoted a strong continuous improvement culture across the plant. • As of Dec 2019, achieved more than 1,700 days of lost time accidents/no lost time accident (LTA/NLTA) through enhanced project management methodologies and high safety standards for capex investments and major maintenance initiatives. • Gained YOY increases in industrial savings, culminating in 3% of cost of goods sold (COGS) savings in 2019. • Advanced Operational Efficiency, to 67% from 56%, in 2 years through a pilot project on OEE measurement in the Fused Minerals Division.• Slashed non-quality monthly costs through cost evaluation of quality claims. • Engineered a six-sigma project on air consumption. • Piloted the forklift anti-collision system in the plant, later recognised as best practice for use by other divisions. • Led introduction and implementation of the I-Cube (Imerys Industrial Improvement) program in partnership with local management and employees for better operational performance and working conditions. • Directed effort to obtain ISO 50001:2011 certification in 2017. Nominated as Plant Energy Manager and supported energy saving initiatives.

Omegna

Recruited to work alongside the company owner to transform the family-owned business into a structured technical office. Oversaw the project pipeline and managed functions including personnel safety, quality control, technical integrity of the equipment, schedule and project management, customer satisfaction and financial results accountability. Managed installation of electrical and hydraulic equipment as well as assessment of product and supplier efficiency, reliability, quality and cost-effectiveness. Bridged technical and engineering areas with third parties, developing detailed plans and ensuring resource availability and allocation to deliver every project on time. • Executed 9 successful turnkey plants which were started up as per project timelines. Secured public incentives for 2MW electricity produced by the hydroelectric power plants. • Accelerated power plants’ performance through predictive and preventive maintenance routines and checklists, integration of automation and operational control loops as well as remote and local monitoring of company workforce. • Maximised business financial performance through identification and mitigation of construction operations costs, optimised prices for new customer requests and improved competitiveness. • Sourced and contracted new suppliers for electro-mechanical equipment who delivered the desired efficiency, reliability and service at more cost-effective prices. • Reduced cost during the project and authorisation phase by leveraging on deep knowledge of technical laws and engineering calculations.

Master'S Degree, Electrical Engineering, 106/110

THESYS: "Modelling and Simulation of PEM Fuel Cell Systems” on Matlab-Simulink software

Bachelor'S Degree, Electrical Engineering, 96/110

Diploma Scientifico, 96/100