Esther Udvarnagyi Email & Phone Number

Wantage, England, United Kingdom

By understanding the needs and challenges of small manufacturers, we offer a comprehensive portfolio of projects and workshops that provide the necessary tools, guidance, and support to drive sustainable growth and operational excellence.With more than 15 years of experience, we can help to target the most challenging problems: ongoing recruitment and retention issues, extreme pressure on cost and efficiency, everchanging environment and continuous NPI activity, fragile relationships with the material suppliers and stressful investigations of RPM quality, overloaded supervisors and production managers – these are some of the areas where we have experience and can offer solutions.

Advisory work in the area of LEAN/CI, Supply Chain and Manufacturing Operations Management.

Witney, England, United Kingdom

Led a large and complex manufacturing unit of 3 product lines (Precision Strips, Libre Classic, and Libre 3 sensors) – with multiple development activities. Responsible for more than 300 employees in the manufacturing unit with 3 direct reports (Production Managers). Supporting all the new product development activities (from R&D to validation) and the Site expansion project as part of the Expansion Core Team, new machine installation in the legacy strips production, and sponsoring the Ideation System for continuous improvement of the work processes.Shift change and planning processes – implemented a hybrid shift pattern to maximize flexibility, created a capacity planning model and resource planning tool, and improved communication with the planning department. Built up the ability to deliver high volume, despite headcount and recruitment challenges.New grade system – proposed a new grade system built on a different level of autonomy, responsibility, and technical skills to give an appealing career path to all operators (grades were different for the departments and there was only one grade for everyone in the legacy manufacturing – we brought them under the same approach – building One Manufacturing and rewarding the desired behaviors). The new grades were developed based on a deep and insightful analysis of HR data: roles, seniority in the role, last year's performance, and salary.New recruitment and onboarding system – developed a new, simplified selection process for the contingency workers to speed up the recruitment and revised the onboarding process to improve retention (many leavers in the first month). Created new low-skilled positions to enable new hires to get trained quickly and gradually grow their knowledge.

Frome, England, United Kingdom

Developing waste map for the filling lines to identify countermeasures to decrease wastage linked to change-overs, filling and packaging.Defined the optimum overweight using a wide range of statistical methods to analyze and understand the weight variation at component level. Driving root cause analysis and problem-solving to tackle persistent quality, reliability, efficiency and wastage issues.Leading new material and product trials, validations. My last project was the organizational assessment of the production department including the following elements:- current formal/informal org structure, working schedules and job descriptions- time and motion study compared to the job descriptions focusing on the team leaders and management team- vertical coordination: delegation of authority, decision making process, communication from top to down- horizontal coordination: cooperation and communication with the support functionsBased on my findings and suggestions a new org structure was decided and I created new job descriptions and roles& responsibilities matrix

Southampton, England, United Kingdom

Starting a new life and looking for a job in a different country is never easy, especially after a long break in my professional career. So, after careful consideration, I decided to take steps and develop my English skills further, learn the British working culture. This position definitely gave me these, and even more. I could practice customer communication, listening skills, how to be quick and focused over a long time, and I was restless to submit improvement ideas to boost productivity. At last but not least, it's a great physical exercise, to be in good shape ;)

During my maternity leave, I was responsible for the online marketing of our growing family business company and helped my husband through organizational changes and process improvements.Learned basic accounting and controlling tasks, ran monthly reports and analysis. Most importantly I developed an entrepreneur mindset that helps me to drive efficiency and cost improvement without compromising the well-being and engagement of my team.

Budapest

Budapest, Hunagry

Led a complex organization of 90 people, 5 days operation in 3 production mills: Feminine Hygiene and Linen Suture Thread productions: clean room operation Special Linen products – wide product range complying to the highest customer needs (twisting, waxing, polishing and final winding) Automotive industrial threads (high-quality tension winded products) Technical sewing products (Quilting, Water repellent, Antistatic threads) Apparel and footwear production with fast-paced, sales order driven production, stretching lead timesDaily operation tasks including but not limited to: people management (PDR), daily direction setting and reporting, ensuring 5S standards and safe work environment, production and headcount planning, handling quality defectsLean implementation and project delivery to drive productivity improvements that allowed headcount reductionOrganization renewal and cultural change to achieve high flexibility and customer orientation (quality and service)Built up feedback culture and renew the suggestion (Kaizen) system.KPIs in focus and my results: Employee Engagement (improved remarkably)Productivity improved over 10% (measured labour efficiency compared to IE standards improved over 20%)Service (including Manufacturing Lead Time which improved by 13%)Customer complaints decreased by 38%Waste reduced by 30%

Budapest Plant

Led and supervised line/department/module MU improvement work, drove data analysis to reduce total material loss vs. Formula Card requirements. Implemented daily management system according to global standard requirements (incl. financial reports) to achieve sustainable results. Initiated and executed changes in the relevant SOP-s (Material handling, Experimental Orders, Line clearance), to create an integrated site standard.Main projects: 1. Material handling system renewal:Paradigm change in material handling to eliminate mix-ups and decrease material run outs. Drove cultural changes via education program and renewed leadership tasks.2. SAP Data Integrity Standard Work Process deployment: Implemented the system according to global guidelines and trained the leadership and the organization. Mapped current work processes to define gaps and created loss elimination action plan. 3. Drove plant loss analysis cycle: Developed and implemented new financial loss analysis tool and cost saving project tracking system. Trained and qualified the leadership team. Led facilitated and supervised the work of the Operation Department Leaders.4. Coordinated the focused improvement project to increase the planning accuracy touching MRP, DRP, maintenance schedules and production reliability.Led the Production Warehouse and Distribution Center internal control program (as additional responsibility from January 2014):Closed the gaps found during the last internal control audit. Drove cultural change to keep results sustainable. Renewed the return to vendor work process.

Budapest Plant

Key responsibilities: Strategic decisions, cost control (including capital management), people management (23 direct reports, inc. 1 manager), organizational renewal of the department, develop new hire training program.Start-up of 2 new high-tech production lines in peak production period with excellence, manage 2 raw material change project.Tampax Mechanical Workshop Department Leader (as additional responsibility) October 2011 – May 2012Maintenance support to the production module (3 departments): main unit refurbishments and online technical support, capital management.Project execution and support: workshop relocation – build a high-performance workshop, raw material cost saving projects, spare part supplier localization projects.

Budapest Plant

Responsibility for the production execution of 4 production lines, including start-up after projects, people management (26 direct reports: technicians). Support a line relocation and start-up.Pilot and champion of the "High Performance Team" concept Best in class and sustainable production results after 6 months (70% stop reduction, 5% efficiency growth, >50% productivity increase, lead line in many areas: technical projects, maintenance planning)Tampax Compak technical platform leader (as additional responsibility) August 2009 – August 2010Coordinating standardization work, projects and developments with the sister site in the USA.

Budapest Plant

Key responsibilities: Process control system improvement, Implementation and reinforcement of the “Kanban” planning methodology in the daily production execution, Project management.

Master'S Degree, Bioengineering

Activities and Societies: Student Association of Energy, Scientific Society of Energy Economics (ETE) Specialization: Environmental.

Master Of Business Administration (Mba), Business/Managerial Economics

Diploma thesis: Democratic decision making processes and communication challenges in a multicultural work environment (graduation in June.

Education record

French-Hungarian bilingual class