Marco V. Tavella Email & Phone Number

Milan, IT

Milan, IT

Responsible for leading the Operational Team in all the Traffic Safety Solutions sites to successfully achieve their objectives through active management and a continual improvement approach.

Pittsburgh, PA, US

Responsible for leading the Operational Team in all the Traffic Solutions sites to successfully achieve their objectives through active management and a continual improvement approach.

Chorley, GB

Responsible for leading the operational Team in all locations in the EMEA region to successfully achieve their objectives through active management and a continual improvement approach.

Reporting to the Vice President Global Supply Chain, Fire Suppression Products, lead a dedicated business unit Team. Key tasks are to continue developing and implementing capacity plans, improve sales & operation planning, achieve demanding production requirements and KPIs. In addition, to maintaining the existing exemplary health & safety standards. Use.

Managing Director and Site Relocation Project Leader.Led a dedicated Business Unit Team producing Fire Fighting Foam agents.Completed successful relocation of Fire Fighting Foam production operations to a new, purpose developed site, within approved budget (9M$), on schedule, without EHS accidents and avoiding service disruption to Customers during the move.

Midland, Michigan, US

Management of global process/product improvement projects, leading cross-functional international teams according to Six Sigma®, Lean and, and Dow Corning business processes for product Commercialization.Setting deadlines, building team identity, getting commitment to deliverables, interfacing with senior sponsors and stakeholders, influence management.

Midland, Michigan, US

• Roles and responsibilities-Site Operations management, setting and delivering local goals in alignment with global strategy.-Budget responsibility (~60M $ turnover, ~3M $ costs). -Management of about 60 people.
• Operational costs maintained within Corporate budget through effective cost control plans.
• Average yearly productivity improvement of ~4% ($/kg) by continuous process review and personnel engagement.
• Customer Complaints reduction by 35% through consistent review of formulations and specification limits.
• Delivery to request performance improvement from 81% to 94% by better scheduling production and shipments.
• Raw Materials and Intermediates inventory reduction by about 15% by reviewing rotation and safety stocks.

Midland, Michigan, US

• In 2004 I had the opportunity to work 4 months as a consultant for an Italian Partner Company – Chemical Industry, pigments and colors. Activity focused on plant reorganization according to property needsRoles and.
• Productivity improvement by 12% (kg/h) without cost increase
• Quality Complaints reduction by 8%
• Absenteeism level reduction from 15 to 7%
• Daily tasks managed in a leaner way by Production Mgr, Quality Assurance and Shift Team Leaders teamworking.

Midland, Michigan, US

Covered various positions with different responsibilities for the Italian site -Production and Logistics management-Environment, Health and Safety System management according to Corp. Safety policies; supported external safety consultant (RSPP) -Registered ISO 9000 Quality System management (internal audits, customer and supplier audits)-Maintenance.

Ashridge Leadership Process

Management Of Industrial Production; Logistic Process Improvement

Education record