- Production Planning- Managing a production team- Planning and budget management- Analysis of suppliers market- Managing the supply chain of raw materials production- Initiate and coordinated modernization projects- Management of safety system according to the ISRS standards (International Safety Rating System)- Quality Management according to ISO

- Conducting negotiations with potential contractors.- Coordinate the work of subcontractors, reporting progress- Monitoring the implementation of the budget assumptions- Planning and budget management- Supervision of the area of "Technology and Change Management" in the Safety Management System "by. Requirements ISRS (International Safety Rating System) in the investment process

- Managing a team of engineers- Monitoring the progress of the Polish team- Creating training systems for ground crew- Discussing progress with engineers from headquarter in Madrid

♦ Cooperated with other departments in the company in order to effectively solve technical and organisational issues and optimise processes. ♦ Prepared and analysed reports on the basis of production data, updating the achieved results and production indicators in the system in place. ♦ Prepared the required production documentation according to the company's standards. ♦ Ensured that production and supply orders are performed on time. Ensured stability of works and an appropriate technical condition of machines, devices and software in the department. KEY PROJECTS AND ACHIEVEMENTS:♦ Reduced the number of employees in the PVC window production department by 25% - reorganised the raw materials supply and storage system and created manufacturing cells. ♦ Reduced warehouse stocks (costs) and production material rejections to a minimum - introduced right on time deliveries, FIFO system in the warehouse and a raw materials quantity measurement system.♦ Reduced the amount of production scraps by ca. 40% in 3 years from the introduction of changes - created a system to show the availability of finished products to the customer, including the waiting time for individual products. ♦ Reduced refitting time up to 20 times in many cases (from 20 minutes to 1 minute) - created norms concerning the refitting process and reorganized workplaces. ♦ Reduced down-time to scheduled repairs, limited non-scheduled down-time to technical actions lasting only a few minutes - introduced a system of monitoring the technical condition of machines and preventive repairs.