Medical devices sector – the Co. develops and markets products for Ortopedic surgery rooms that are sold in more than 40 countries world wide. The Company is managing two production sites – one in Israel and one in China and three Logistics Centres – USA, Europe, and Hong Kong.♦ Developing new products and entering new markets♦ Managing a daughter Co. in the USA.

A Public Company in the area of steel tubes and galvanizing services employing 60 employees.♦ During my tenour the sales increased by 30% by winning large tenders, long term contracts♦ I have increased the areas of business and the Company entered new business. ♦ Substantial reduction of production costs, embedding new work techniques and mentoring new leadership. ♦ Bringing the Company up to date on all regulatory requirments. Environmental, fire, ministery of science and innovation

A Company in the development and manufatering of Medical devices equipment. Employing 180, known customers – Johnson&Johnson, Striker,…♦ Production under FDA standards, chain of supply, engineering, QA, HR, and DATA systems. ♦ Significant improvement in the transition protocols from development to production and prevention of production faults and time to market.♦ I established specialized departments and electing managers including training and mentoring. Implementation of TOC and LEAN methods.♦ Implementation a new ERP Sistem - Priority (clasification, pricing, negotiations, suppliers, overseeing development and assimilation).

Development and production of steel pipes accessories, valves, pumps, canisters and containers for the food and pharma industries made of Stainless steel. ♦ Management of the production lines while innitiating and leading a perceptional change from emphasis on machinary to procedure and methods. ♦ Integrating LEAN and TOC, improving efficiency and results ex: reducing time from order to deliver by 50%. ♦ Leading KAIZEN procedures – subordinated directly to the CEO.

Plastic industry, supplying solutions to complex projectys, incorporating electronics, steel and other components in the final plastic product. ♦ Team member in the construction of the plant and leading its growth from 25 employees to 300+. Yearly growth of 15-20%. ♦ Establishing and managing the chain of supply and from 2005 managing the complete arrey of operations ie: production, production planning, purchasing, production engineering, QC, logistics, wharehouse, ♦ Establishment of a department of manufacturing engineering and leading efficiency procedures, integrating LEAN principles and advanced information system. ♦ Reinforcing the management backbone - developing future management team, mentoring and guiding. ♦ Incorporating new areas including the Automotive industry (supplying to Ford ind.) and incorporating another factory after leading the project of search and feasibility of various options. ♦ Leading the management response to 2008 and the fall of the motor ind. Assement and reorganization, downsizing and stock management until the end of the crises.

A jewelry manufactoring companyIntegrating work methods and design per order, enforcing internal interfases and cooperation