Project Development Manager

Development and implementation of projects for localizing the production of electrical products, areas - metalworking, welding, plastic injection molding, extrusion, assembly, labeling, packaging;- Management of budgets and project costs, financial and economic modeling;- Formation of project teams, setting up effective communication with product managers, designers, technologists, buyers and production services.Achievements:- Brought into serial production 82 SKU, included in 2 product groups;- Ensured the exit of 3 projects to the industrialization stage - 130 SKU and 3 product groups;- Successful project management of the total CAPEX ~10 millions USD; 212 SKU; 5 product groups.Completed 3 lean manufacturing projects:- developed and implemented a capacity assessment system;- optimized the production planning procedure, preparation for the transition to ERP;- implemented SMED.

Production of foamed thermal insulation materials, profiles, vibration noise and other products from foamed polyethylene and polypropylene.Strategic management of the production sites of the Penoterm group of companies (Penoterm Company LLC - Sverdlovsk Region, Novouralsk; Penoterm LLC - Kaluga). Main functions:- Tactical and strategic management of operating activities;- Strategic management of planning processes for production resources, production capacities and other resources necessary for the implementation of production and shipment processes;- Ensuring the uninterrupted implementation of production plans, timely execution of shipment schedules in full, through management control of the work of production sites;- Implementation of new projects in the field of expanding the production activities of the group of companies, including the organization, construction and launch of new production sites;The site managers of Penoterm Company LLC and Penoterm LLC, the technical manager service and HSE specialists of Penoterm Company LLC and Penoterm LLC are directly subordinate. In total - 110 people.Achievements:- Implemented a project for manufacturing spare parts (screws) for extruders (reverse engineering);- Conducted a risk assessment and calculated the investment budget for the project of transferring a film extruder from Ekaterinburg to Novouralsk;- Implemented the STW method (standardized work) at sites in Kaluga and Novouralsk;- Launched a standard for problems solving (A3 method) at sites- Optimized the maintenance and repair system. TPM implementation.

Management of all processes of stamping production; ensuring the achievement of short-term and long-term goals of the company; determination and approval of key indicators of stamping production (KPI) and ensuring their achievement; organization of production in accordance with the requirements of the QMS, labor protection, environment and industrial safety, as well as in accordance with the basic principles of Lean. Development of an anti-crisis program for stamping production, including the search, assessment and approval of suppliers in the event of equipment failure, contingency plan developing. Operating director deputy, support and help in solving complex management tasks at the plant.Major achievements:- Organized a Lean system in stamping production from scratch (address storage, TPM, SMED, visual management, PDCA, qualification matrix, etc.) - one of the best results of internal audits of the Lean system in the region (Northern Europe) - 96%;- Reduced technological scrap by 40% together with the purchasing department;- Developed a team - built a system of deputy for the key positions, developed a production supervisor to the new projects launch engineer;- Increased equipment operation efficiency (OEE) by 12% - organizational solutions and implementation of Lean tools (SMED) without investment;- Successfully completed a project on alternative production options, which resulted in a full pool of suppliers in case of equipment failure - 50% in the Russian Federation, 50% in Europe;- Built a system of long-term (6 months) and short-term (from 1 week) planning production, including the time for the work of maintenance services for rational and timely resource planning.

Management of production and economic activities of all production areas of the plant.Management of the production activities of the entire plant (plastic molding, soft trim and carpets production, assembly production and US welding for plastic parts). Subordinates from 70 to 120 people, depending on the production load, including shift supervisors and engineering staff.Major achievements:- Reduced consumption of consumables and PPE by 18%;- Introduced Kan-ban (pool system) at the plastic injection area, which increased production efficiency by 8%; freed up storage space; transferred daily production planning from logistics services to production ones, which made production more flexible;- Reduced personnel and shift supervisors (from 4 to 2) by redeveloping production areas and consolidating responsibility for technology;- Developed a production supervisor to a quality engineer.

Implemented and maintained customized Lean tools at the plant.Responsibilities:- Development and implementation of plans for the implementation of a lean manufacturing system at the plant, coordination of work at all stages of the Lean organization, leadership in organization of lean manufacturing;- Implementation of lean tools in the manufacturing sphere (value flow mapping, Kaizen, elimination of losses (muda), 5S organization of jobs, Ishikawa diagram, Just-in-time, Kanban, Poka-yoke, total production maintenance (TPM), etc.) and expert assessment of the possibility of their application;- Organization of staff involvement and training, development of training programs and training of employees on the tools of lean production;- Training of personnel in theory and practice, stimulating the exchange of experience between various specialists and departments;- Leading of the project working groups to improve production efficiency;- Consulting first line managers, structural divisions, employees which are implementing projects in their departments or using Lean tools.Major achievements:- Defined the priorities and goals of the plant together with the plant manager using the KPI Tree method (cascading from department heads to local subordinates) based on the global goals of the region;- Developed a visualized management system (visual display of the state of KPIs at their control points throughout the plant);- Built storage separation systems together with the head of logistics;- Raised the plant's internal efficiency rating (Faurecia Efficiency System global rating);- Successfully passed internal and external audits, including customers audits.

Ensured the implementation of quality systems in the development and implementation of new projects. Worked with a regional project team. Developed documentation according to customer requirements. Ensured the implementation and performance of all QMS tools in serial production. Deputy of the quality director in case his absence.Responsibilities:- Development of corrective action plans based on audit results;- Analysis of technical specifications;- Development of plans for sampling inspection methods;- Ensuring the implementation of the QMS and support for serial production at the casting and assembly areas of the final product;- Development and implementation of production quality control documents (processes, procedures, instructions);- Implementation and development of operational and final control procedures;- Development and implementation of quality control plans;- Analysis of the causes of deviations and nonconformities in product quality (PFMEA / DFMEA);- Development and implementation of corrective andpreventive action in accordance with the Global 8D system.Major achievements:- Sucsessfully launched new projects for PSMA (compiled and signed PPAP with the customer, coordinated samples with the customer, successfully passed the audit of the production process, provided the lines with all the necessary quality documentation);- Successfully resolved complaints with the customers;- Supervised by the QMS a model line of production (a reference line for the tests of all innovations).

Driver of the suppliers’ compliance to organization’s quality (product/processes/procedures), EHS (Environment, Health and Safety) and ethical requirements; when applicable, ensured that suppliers do conform to regulatory or industry requirements. Serve as a key interface between the supply base and organization’s manufacturing and engineering functions.Major achievements:- Engaged in cooperation and developed the production system of a large supplier;- Involved local suppliers to cooperate.

Organized the technical part of the work with PSMA Rus LLC (customer) to launch projects.Responsibilities:- Participation in the development of approved suppliers of automotive components;- Control, compliance by suppliers with the requirements of drawings of parts and adherence to all specified geometric parameters of the parts produced by them at the time of launching the project;- Providing support for the definition and formulation of requests (for the geometric parameters of the parts produced; during the determination of needs or rankingparameters for the prototype control service);- Control of suppliers' consideration of requirements of drawings, prototype control services and taking appropriate actions;- Initiation of work with suppliers and their components within the framework the quality requirements of the customer's system;- Participation in meetings aimed at developing procedures that determine the requirements of the finished product;- Control that the list of requirements and the requirements of the technical documentation themselves are clearly defined for the needs of the control of parts;- Participation in the process of preparing suppliers;- Analyze and follow the implementation of supplier corrective actions arising in the process of training suppliers in the AMDEC process until the supplier's products are fully approved;- Keeping records of its activities in accordance with the requirements of the customer (LLC "PSMA Rus");- Coordination of activities of related departments (purchaising, quality, project team) and suppliers.Major achievements:- Sucsessfully launched serial production of exterior parts (lighting, bumpers and glazing) on the suppliers side;- Developed the supplier production system to meet the requirements of PSMA Rus, through audits, workshops and joint work on key areas (safety, quality, production);- Reduced the cost of the part by introducing reusable packaging instead of cardboard (bumper)

Worked in the purchasing department, provided technical expertise for suppliers of automotive exterior parts. Traveling nature of work (Russia, Asia, Europe).Responsibilities:- Conducting and reporting on control visits for the manufacture of tooling;- Following and managing the delivery of critical parts and their primary samples;- Identification of problems and analysis of parts, tooling, equipment, processes at the supplier of defects and deficiencies in production during the production process;- Escalation, if necessary, to higher authorities;- Integration and optimization of new processes (supplier management) through implementation experience and on the basis of critical responsibility for their own goals and goals of the customer;- Technical and logistic support in the assessment of production capacity, production waste and the feasibility of costs;- Conducting supplier assessments - product / process audits, initial qualification audits.Major achievements:- Sucsessfully launched serial production of exterior parts (external pillars, mirrors, bumpers, glass and wheels) for the VW Polo, Skoda Fabia and VW Tiguan projects;- Organization of an anti-crisis scenario for a supplier - tooling transfer, molding start-up and assembly of interior parts to another city without delays in the supply of parts to VW;- Developed the production system of local suppliers to meet VW requirements. Attract new suppliers in order to increase the level of localization.