At Automotive Commercial department I was assigned to lead the restructuring of the Asian & Mexican Sales model. As local legal entities were closed new sales channels were required to be established. Master Distributors (MD) were interviewed & selected at each country (China, Japan, Korea, Taiwan, Mexico). New Supply chain rules and Operation standards were defined to centralize GE’s local sales and enable the MDs to distribute automotive lamps to OEM/AM customers (4-months project). Once… Show more At Automotive Commercial department I was assigned to lead the restructuring of the Asian & Mexican Sales model. As local legal entities were closed new sales channels were required to be established. Master Distributors (MD) were interviewed & selected at each country (China, Japan, Korea, Taiwan, Mexico). New Supply chain rules and Operation standards were defined to centralize GE’s local sales and enable the MDs to distribute automotive lamps to OEM/AM customers (4-months project). Once restructuring completed I acted as an Account manager of the Mexican MD (~1 MMUSD sales annual).During the GE Lighting’s Global Automotive Business acquisition by Tungsram the US Sales & Supply Chain model was also reorganized. I was appointed to establish the US Warehousing & Transportation operation (international & domestic customer shipments) by applying a contracted service provider at Dayton, OH US by the time Tungsram was taking over the business from GE (8 months cross-functional team project + ramp-up & tracking). (Commercial KPIs, Supplier & Customer relations, SOP, Project follow-up & Control) Show less

Led warehouse and logistics projects. GE’s European Supply Chain model was restructured, several sites were ceased (Spain, Ireland, Poland, Hungary), some were moved to new locations or consolidated (UK, Hungary); also a new DC were opened in Dubai (UAE). This Asian project of mine was a successful example of an on-time (9 months) & on-budget (~500 KUSD) cross-functional teamwork by enabling extra sales opportunities at the region. (Project Management, Time management and Process control… Show more Led warehouse and logistics projects. GE’s European Supply Chain model was restructured, several sites were ceased (Spain, Ireland, Poland, Hungary), some were moved to new locations or consolidated (UK, Hungary); also a new DC were opened in Dubai (UAE). This Asian project of mine was a successful example of an on-time (9 months) & on-budget (~500 KUSD) cross-functional teamwork by enabling extra sales opportunities at the region. (Project Management, Time management and Process control, Team motivation, Cost control)Parallelly, I was also assigned to Manage the Budapest warehouse for 1 year (~5000 pallets, 30 people). It was truly a unique opportunity to sharpen my people management skills and apply whs processes under time pressure. Show less

Actively participated in GE approach to cultivate Six Sigma and Lean basics once these methods were introduced at the company. As Black Belt I was responsible to mentor Green belt projects of local manufacturing engineers (~15 people, 2 projects yearly). Once Lean approach was combined with Six Sigma concept I organized and facilitated cross-functional Lean events at plants to improve mfg defect ratio (3-5%), to optimize supply chain value stream (LT decrease by avg 4 days (~22%)) and to… Show more Actively participated in GE approach to cultivate Six Sigma and Lean basics once these methods were introduced at the company. As Black Belt I was responsible to mentor Green belt projects of local manufacturing engineers (~15 people, 2 projects yearly). Once Lean approach was combined with Six Sigma concept I organized and facilitated cross-functional Lean events at plants to improve mfg defect ratio (3-5%), to optimize supply chain value stream (LT decrease by avg 4 days (~22%)) and to improve inventory management (~4 days RIP decrease). (Statistics, Six Sigma problem solving, DMAIC, Cycle-time, 7 Wastes, Kaizen, One-piece flow, 5S) Show less

As fresh graduate I started to work at automotive production as Support Engineer that established the next 3 years in a leadership program - 6 months rotations on different fields and countries accompanied with an extensive training program.As a successful leadership program graduate (OMLP) accepted the HID Quality Leader job (High Intensity Discharge lamps) at Budapest Light Source factory to lead a group of 15 people and to ensure quality processes at the final inspection area. (Team… Show more As fresh graduate I started to work at automotive production as Support Engineer that established the next 3 years in a leadership program - 6 months rotations on different fields and countries accompanied with an extensive training program.As a successful leadership program graduate (OMLP) accepted the HID Quality Leader job (High Intensity Discharge lamps) at Budapest Light Source factory to lead a group of 15 people and to ensure quality processes at the final inspection area. (Team management, Conflict resolution, ISO standard, Inner & external audits)Parallel to this accepted the job of being the mentor of GE Lighting’s Hungarian OMLP program supporting young future talents of 7-10 people. (Coaching, Cost planning, Training & orientation planning) Show less