● 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 (9% improvement).● 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

● 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 system; organized regular training for operators and team leaders.● 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 manufacturers and the quality team to meet all requirements.● 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 close to 1000.● Led the f ull migration of production lines to the newly built company site in 2011. Planned and managed the entire migration process. Ensured a smooth transition.● Managed 4-8 team leaders and 45-160 operators.

● 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.