Celso Sacchetta Email & Phone Number

Stuttgart Area, Germany

Interim Plant Managing Director - Oslo - Norway - R. STAHL ScandinaviaJune 2024 to Present Promoted to coordinate the transition to an independent subsidiary, responsible for ensuring operations and sales activities at the Oslo site continued smoothly during the interim period. Provide clear leadership and direction to employees, guide the local management.  Serve as the primary point of contact for headquarters, providing weekly reports and updates on key operational and sales metrics, including forecasts, project progress, and identification of potential risks or opportunities.  Implement and stabilize Lean manufacturing processes and its KPIS.VP Global Operational Excellence, R. STAHL AG, GermanyAugust 2021 to May 2024 Drive manufacturing strategy aiming to create a unique value proposition to each production site thus increasing competitiveness and capabilities. Lean culture and leadership based on TPS methodologies and skills development. Led Global standards set up on production sites supporting footprint consolidation with relevant results such as productivity increase higher than 15% in 2 years. Created Global Production System focused on Lean Journey Assessment and standard BSCs.  Personally led global top priority projects execution (Strategy Deployment).Global Director Lean Manufacturing, R. Stahl AG, GermanyJul 2018 to Jul 2021 Coaching and mentoring Lean leaders at Global Sites related to Lean Journey Audits Enterprise support on global Green and Black Belt projects execution. Set up required profile for key positions within the lean structure, Interface with MDs and Ops Managers in all sites.  Achieved Global savings by 4,3M€ based on more than 1500 kaizens and Lean projects. COPQ reduction of 41% in 3 years. Consistent customer service growth since 2018. 95% of all Operational employees trained in Lean Basics and culture change, achieving strong engagement and ownership at all levels.

Holand,Italy, Poland, Uk, Russia, Portugal, France,Spain, Germany, Turkey, India

 Successfully consolidated Lean Six Sigma culture and its methodologies at European Sites.  Strong support on execution plan and its follow-up to correct deviations.  Above 500 benchmarks shared by facilities in 2 years.  Benchmark Kaizen at Finance dept. in Portugal with Monthly Closing report process time decreased by 36%, achieving the 2 days release target. Reached 100% of key VS Maps in Europe under execution with non-value added and general wastes mitigated, such as 13% inventory in Poland and 19% wire cutting process lead-time.

São Paulo Area, Brazil

Identified potential savings and benefits of ca. $5,000,000 to be obtained from stabilization of throughput and combustion profiles in the reduction ovens, uniform grades and homogenization of ore input to grinders. Higher throughput to be gained from improved Maintenance and implementation of TPM practices.Performed short analysis regarding productivity gains and obtained client’s approval for a full Discovery & Design process.Ore Blending and Plant Operation – (Drying and Milling, Storage and Reduction Furnaces)

Sao Paulo, Brazil

 Responsible for process engineering, maintenance, machine construction, production, Lean Mfg. and OpEx.  Improved Productivity on Flux Core Wire forming and drawing equipment by 45%.  Electrodes production lead-time decreased by 38% due to in line furnace implementation. Daily output from Production to warehouse increased by 39%, less WIP and better OTD. Managed 250 tons of electrodes orders monthly through kanban. External RPPM decreased by 55%, maintenance direct costs decreased by 37%,  Productivity (R$K/Employee/year) increased by 6%, productivity (ton/direct employee) increased by 15%.

Sao Paulo, Brazil

 Key participation with Finance team on mergers and acquisitions integration processes, fully achieving planned budget development and synergy goals. ROS from 7.5% to 21% by the end of FY2011, due to strong cost reduction initiatives. OTD increased from 84% to 98% May 2011. Reduced the average cost of steel products by 18%. Compression machines develop in Taiwan and locally introduced, in order to move production from Injected to Compressed seals with cost reduction at $350K/y or 23.8%. Implementation of Standard Work assuring higher competitiveness and Sales growth.  Development of Clean Room and correlated processes for special fuel injection seals.

São Paulo Area, Brazil

 Implementation of work cells with flexible concept of “High Performance Teams” achieving a record of 150 internal rppm (rejected parts per million).  Responsible for make-or-buy analysis, nationalization of new products with emphasis on a new encoder lineup, driving a 60% cost decrease with locally developed technology and assembly process, defined through a Black Belt project.

São Paulo Area, Brazil

 Direct responsible for valves assembly process and its production methods.  Led “Sourcing Strategy Department”, responsible for products localization throughout detailed make-or-buy studies and development activities integrated to headquarter in Germany.

São Paulo Area, Brazil

Groupe SEB – ARNO 1984 – 1994Special Machines & Devices Tool Room Coordinator 1984 to 1989Senior Process Technician

Doctor Of Philosophy - Phd, Environmental Science And Technology (In Progress)

Activities and Societies: The project has its tasks 100% developed in Germany in cooperation with my current company in Waldenburg.

Engineer'S Degree, Industrial Mechanical Engineer

Master Of Business Administration (M.B.A.), Business Management Emphasis On Marketing, 8,73

Black Belt, Six Sigma Black Belt

Master Black Belt, Lean And Six Sigma, Master

International Leader Coach, Interpersonal Relationships Skills, Leader Coach

Activities and Societies: Achieve sustainable results and stimulate innovation; Development and talents retention of his team; Improve.