Mustafa Kemal Altay Email & Phone Number

I am currently structuring Standard Profil group own production system (SPPS – Standard Profil Production System) and leading group Lean Transformation Program in group’s 12 plants at 7 locations (Turkey, Bulgaria, Spain, Morocco, South Africa and China) in 4 continents with recently structured lean team of experts, engineers and specialist work under my supervision. I am involved in strategy management and company footprint work with top management and also working closely with my peer GM’s, Group Directors and plant operation's leaders to ensure lean deployment activities are aligned with company strategies.As part of establishing SPPS and leading change management, I transfer my knowledge and experience in operational excellence field to move the entire organization from current position to Best in Class.Key responsibilities and activities;- Structuring SPPS (principles, fundamentals, standards, methods and tools) and defining Company SPPS Vision- SPPS deployment at group level- Company footprint study, strategy development and deployment- Coaching top management and key process leaders- Placing SPPS central and local teams, and establishing Lean Organization at each location- Value Stream Management (VS approach and Hoshin Kanri)- Kaizen System (Kobetsu, Kaikaku and Jishuken Kaizen)- Shopfloor Management (Gemba Concept)- Quality in Place (QiP)- Pull System implementation throughout the VS- Lean Competency Management (Basic Lean trainings, Method trainings and Lean Leader Development program)- Designing SP Suggestion System- Lean Maturity Assessment (designing and developing internal assessors)

Bursa, Turkey

I am responsible to establish Bosch Production System (BPS) at Bosch Rexroth plant as it is one of the key plant strategy for sustainable success in short and long term results.BPS is one of the main sub-system of the Bosch Business System. Core of BPS is to produce as efficiently, quickly, flexibly and leanly as possible to be able to respond customers' changes in a cost-effective and competitive manner at all times. BPS vision is to create sustainable waste-free and agile value streams and help safeguard the future. My daily task to convey the message and lead the organization towards BPS vision.BPS is designed for Bosch Group which is extremely versatile with its various Business Sectors and in Drive and Controls division we operate mostly in make-to-order (MTO) production and also assemble-to-order (ATO) production therefore I hold a crucial task to make sure BPS is adopted to utilize at the best effective way in MTO and ETO production environment.Key responsibilities & achievements;- BPS team is restructured with 1 Engineer, 3 Lean Specialists under my supervision and 4 VS coordinators.- Plant footprint (5-years plan) is updated with plant management.- Logistic concept is designed and improvement activities are defined to apply MTO & ATO - which is provided ~50% lead time reduction in a year time (from 24 days to 12 days)- In order to strengthen Value Stream Organization, VS Management is introduced. 8 Value Stream Planning workshops are conducted where >500 improvement activities are defined – plant achieved cost saving target. - Annual training program is conducted with ~5000 manhour training (4mh/BCE & 26mh/WCE)- 5S Management System is introduced – plant overall score is improved ~30%.- TPM program, Suggestion System, target deployment concept, lean leader development program are initiated during my time.- We established close contact with central teams to deploy further develop BPS tools and followed opportunities to apply Industry 4.0.

Europe (Turkey, Hungary, Romania And Bulgaria)

I am responsible for structuring Continuous Improvement Process which consists of three disciplines; Lean Manufacturing, Six Sigma and Industrial Engineering in European region (Bursa, Budapest, Odorhei, Sofia plants). As part of moving forward in Lean transformation there are two areas where my responsibilities are based on; Process improvement; for cost reduction and productivity saving, and People development; for sustaining the achievements and long lasting results.As Lean Master, I contribute in the development of CI practice, actively participate in the creation of a culture and capability of CI across the European region by using proven lean methodologies to develop a learning organization that drives operational excellence across functions as part of their daily routine. I demonstrated successful leading and facilitating improvement activities that involve all levels of employees with measurable results. I structured and managed people development program including lean t&t's, six sigma black/green belts, bootcamps, workshops. Achievements; we've conducted ~1900 CI activities (projects - 10% and kaizen - 90%) which led us ~3,5 m$ productivity saving. As head trainer, I train 11 internal trainers in the region where we conduct >55.000 manhour CI training (~40mh/employee). CI team members attend lean bootcamps annualy where they recieve advance training during the whole week (~100mh/team member) with this experience CI team introduce, apply and lead 47 different CI tools and techniques. We continually run C&A activities (events, booklets, posters, etc.), as a result; All four units' lean maturity level is improved and in progress as planned with strong leadership of myself and local CIP teams.It is highly valuble experience for me since everthing is established and get worked from skretch and very beneficial for the comapny since gaining and establishing modern approaches without having any external support.

Bursa, Turkey

My tasks is to structure Lean Manufacturing, design long term Lean vision, strategy based on process improvement, people development and standards, and implement Lean throughout the supply chain in order to strengthen the company competitiveness by continuously improving plant's KPIs, sustaining the success and to changing the organization culture to “respect for people”, teamwork”, “continuous improvement” and “seek for perfection”. I am responsible for;- Structuring Lean Manufacturing- Establishing Lean infrastructure, defining roles and responsibilities, standards and required processes and activities for development and deployment- Creating Lean Manufacturing vision and implementation plan with steering committee team (SCT)- Organizing and coordinating improvement and Lean deployment activities according to plan. - Ensuring cooperation and coordination between functions and processes.- Monitoring Lean implementation plan and regularly report to SCT- Spreading the lean vision in organization and ensuring all associates’ involvement- Mentoring and coaching lean leaders in application- Introducing fundamental and advance tools, techniques and approaches according to the plan- Leading change, applying and deploying best practices across the unit.- Lean team building and team development to leading position - Facilitating Culture & Awareness activities.I successfully sourced and recruited eight employees and established Lean Team. Through structured orientation and personal development programs, they became very strong, proactive change agents.100+ improvement activities are completed with measurable results. All associates' lean basics trainings are conducted (25h/op). Lean fundamentals (VSM, 5 Principles, A3 PM, 5S, Kaizen, Sustainable Problem Solving, Levelling...) are introduced and applied. We achieved Plant KPI targets and productivity savings targets through defined and conducted improvement acitivities (Projects, Kaizens...)

Bursa, Turkey

I am subject matter expert in lean implementation where I lead and involve projects and also coach leaders in;- long term strategic impact improvement projects, such; levelling customer demand and establishing pull system, optimize the layout according to flow, establishing cellular and one piece flow production lines based on production type, designing low cost production units,- day to day business’ improvement projects for cost reduction, service performance improvement and lead time reduction.I am responsible for designing lean production system for sustainability based on Bosch Production System principlesIt is also part of my tasks to introduce, teach and apply advance lean methods, tools and techniques such VS mapping and management, heijunka (levelling), pull system, hoshin kanri (target deployment), 5S and visual management, flow oriented layout, line balancing, TPM, quick changeover, cellular production, shopfloor management cycle, milkrun, etc.As BPS Lean expert I am member of Supplier Development Team where I provide training and guidance suppliers to get them meet their cost reduction targets. Auditing is also included to program as follow up.Other roles and responsibilities;- Plant Lean coordinator- Internal EFQM Assessor and Business Excellence Deployment team member- Trainer of VSM, Lean Basic and Lean Logistics Basics- Lean Maturity Assessor- Open Door Day (benchmark) organizerAchievements and successes;- Overall Lean maturity increase approx. 20% progressively in three years- Approx. 6500 of mh training provided for all levels of the organization- High level strategic projects (pull levelling, plant layout optimization, etc.) has conducted successfully- 100+ CI activities conducted with significant improvement on cost reduction and lead time reduction- Plant lead time improved more than 15% in three years- Culture and Awareness activities, such; open door day, VSM workshops, Lean Conferences conducted successfully with team.

Coventry, Uk

I work part time at Coventry B&Q diy store with two responsibilities in sales and supply chain teams. As member of sales team at showrooms department, I work as customer advisor and lead taker where I provide technical advise and solutions to customers' need to generate sales. My main responsibility is to support the department's operation to realise sustained sales and profit by demonstrating a strong sales and service. We (showroom sales team) exceed the sales target and overcome the regional competition consequently in 3 years.As member of supply chain team, I manage the maintenance of on-hand stock accuracy, process and track customer orders and deal with credit and financial arrangements in line with company policy.I am responsible with dealing with customer complaints related to delivery and solve the problem in cooperation with supply chain team. I manage solving though complaints with my strong communication and coordination skill. Also I manage 100% stock accuracy and significantly reduce stock shortages in the department.

Leamington Spa / England

I start working for JCI at Honda Seating Plant where customer demand is produced and delivered to Europe and USA locations just in time (JIT). Over 12 months, we manage ~70% improvement on total output.After the successful improvements, I am assigned as project manager at JCI Interior Plant. My responsibility is to transform Jaguar Overhead production line from bulk to just in sequence (JIS). I lead project team. We manage to establish JIS production which produce in same sequence with Jaguar final assembly and deliver on time. I manage to establish strong cooperation between Coventry University, JCI and Jaguar. Conducted tasks through the project;- Current State VSM is prepared- Ideal state is defined with all stakeholders and future state vsm is prepared as target- Whole process is broken-down, detail analysis, time and method studies are conducted- Time and method variations are eliminated through standardized work and on the job training- Spaghetti diagrams for each operators are prepared, non necessary movements are eliminated- After eliminating defined 7 waste, workload is reviewed and line is balanced accordingly- 5S is conducted where unnecessary tools and equipment are removed- Pull system and one piece flow is established- Operators are trained in all applied tools, new methods and standards, plus, on multiskilling and quality in place technique Achievements;- Lead time is reduced 38%- 7 production stations and 7 full time operators is reduced to 4 stations and 4 full time operator plus 1 team leader. 42% improvement on workforce requirement- Production shopfloor is reduced 20%- Wip and line-side stock is reduced 24%- Production line is turned into highly flexible line with ability to respond demand change without loosing productivity and needing excessive effort of workforce- Production team motivation and involvement is significantly improved over the time.

Master Of Science (Msc), Engineering Business Management

Activities and Societies: Member of Coventry University AlumniThis course introduces students to all the key aspects of managing a company.

Bachelor Of Science (Bsc), Mechanical Engineering

Activities and Societies: Member of University Ski Team, Paragliding Team and Folk Dance GroupMy graduation thesis: I designed an adhesive.