Peter Pap Email & Phone Number

Budapest, Hungary

• Providing an excellent working environment and f ollowing the principles of the 5S method to ensure the production of the highest quality bogie equipment elements (brake units).
• Managed to maintain productivity while the number of operators grew from 125 to 150. Established an incubator program to integrate new employees more effectively. The specialized onboarding process reduced fluctuation.
• Embedded and intensified ownership mentality in team leaders and shift leaders by delivering training. Achieved a unified understanding within leadership regarding company goals and execution.
• Developing strategic and capacity plans for 6 months forward; re-planning and fine-tuning bi-weekly.
• Monitoring KPIs; continually working on process and productivity improvements.
• Managing 4 team leaders, 17 shift leaders, and 150 operators

Nyíregyháza, Hungary

• Ensured to follow Eissmann’s and the automotive industry’s standards to produce car interior elements (critical safety parts (e.g. airbag covers), handling and decorative elements). Developed a secure production.
• Used e xperimental methods to improve the productivity of the existing machine park. Validated new concepts and evaluated experimental results to prepare a feasible mass implementation. Worked with the machine.
• Regularly overperformed annual productivity improvement targets; delivered a better than 10% enhancement on production lines. Achieved to reduce and keep the scrap rate below 2%.
• Continuously s treamlined production lines and processes. Always worked on production technology improvements by using Lean and Kaizen methodologies. Optimized capacity planning.
• Took part in the implementation of new projects, technologies, and prototypes. Analyzed and evaluated early production results; carried out research regarding feasibility. Prepared the site for serial production.
• Took part in the recruitment process. Pre-screened applicants; interviewed candidates. Carried out other HR-related duties such as training organization, promotions, etc. The organization grew from 250 employees to.

Eissmann Automotive North America, Inc., Pell City, AL

• Assessed the operation of production lines and managed to find improvement opportunities. Enhanced effectiveness by introducing l ean and kaizen methodology. Used root cause analysis and other methods.
• Introduced a new way of thinking; delivered training to mid-management (team leaders & production supervisors); presented Hungarian best practices.
• Planned and completely reorganized workcells by using the 4M method and the Material and Information Flow Chart. Created standardized work instructions and started the benchmarking of processes.
• Increased productivity by 30% and reduced scrap rate by 55% during a full operational redesign of one production line. Led and coordinated the lean process improvement.
• Introduced the idea of s trategic capacity planning; suggested to hire and train employees with a conscious intent on improving the site’s competency matrix.