2015 – Present -- Product HMC H350 Bus, Van, Truck ( 10 W/C & 209 B/C )• Management of Plant which have production capacity of 50k vehicles per year and 45k m2 closed area • Lunching H350 on time and reaching quality & manpower targets in 4 months • Installation of H350 production lines Welding: 45 stations with 60 welding robots, 100% automation, 25 M€ investment Paint : Adding 3 paint robots for top coat application station. 2 M€ Assembly : Fully automatic single slut trim, friction drive mechanic and double slut final assemly lines, 10 M€ investmentBefore 2014 -- Products ; J10, Peugeot Partner, Renault Truck ( 9 W/C & 450 B/C )• Manegement of body, paint and assembly plants production ( around 78,000 vehicles )• Manegement of cost reduction and quality improvement activities (45% improvement in manhour)• Manegement of safety and risk activities (analizing and establishing action plans)• Manegement of lean production system deployment S Safety Improvement Q Quality Improvement C Cost Reduction D Delivery on Time (Production on time & Project Management) M Moral & Motivation (Line Manegement, Learning Org., Manegement by KPI’s, Lean Evolution)

·Production of prototype buses (Bredamenarinibus) -8m public bus CNG -12m public bus Diesel·Management of Press & Die Plant Outsource (14 presses, 500 die sets )

·Management of Press & Die Plant ( 9,000 m2, 3 press line up to 1,250 ton, 3 CNC M/C, 6,000,000 € departmental annual budget including labor cost)·Production responsibility of stamping (3,600,000 parts/year capacity) and die production (40,000 hours/year capacity)·“Cost Control & Reduction Management” (% 15 saving in indirect materials, %10 saving in energy consumption in 2009)·“Safety Standardization” – 6 Stops Implementation is completed as of 2008·Standardized Work Establishment, Kaizen Circles-PDCA Cycles Implementation·“Productivity Improvement” by using Kaizen without any investment (% 20 improvement in Doblo parts)·“Built-In Quality System” establishment and management in all divisions ·Implementation of 5S, TPM, Poka Yoke in all divisions·Quality Assurance Management of Press & Die Plant ( ISO 9001-14001-16949-18001 )·ERP WIP responsibility Projects 2007 Peugeot J9 New Steel High Roof / New Steel Parts Project Leader -- 10 parts, 7 die sets was finished in 5 months as scheduled with cost of 0.6M€ (1/3 of supplier price) 2008 Elongated Partner 1PLC / Project Leader (managed 4,500,000 € as project budget) -- Leading all activities, scheduling and budget follow up 2009 Elongated Partner 1000kg / Steel Parts Project Leader (project budget; 0.5M€) -- 18 parts, 12 die sets was finished in 4 months

·Menagement of Body & Welding Plant (12,000 m2 closed area, 2 production line, 141 b/c operators, 11 T/L, 1 eng)·Production responsibility of Peugeot/Citroen and J9 Vehicles ( in total 46,000 veh/year capacity)·Analysis and improving operators skills; multiskill table prepared end used 1-3 rule.·Managing cost reduction, quality, capacity and productivity improvement activities (manxhour from 10 to 5.6 in M59 line)·ORACLE ERP implementation project (9 months in 2003; Flow Production Module Key-User) succeeded on time·Jishuken Project in Paint Plant : Reducing “Cost for Paint Rework & Quality Tasks” (% 15 reduction in cost in paint plant)·ISO 14001 & ISO 9001:2000 Body & Welding responsibility·Lunching of Boxer/Ducato (Bodyshop project leader)·Establishing Double Arm 3D Measuring Machine (DEA); installation, commissioning, programming and training

·Management of PPAP activities – Prepared 16 PPAP files for OPEL Astra·Preparation of control plans and inspection instructions for new parts -142 Control Plan and 198 inspection instruction were prepared·Established SPC & Capability Analysis System in serial production·QS 9000, ISO 9000 , AQAP4, VDA6, EAQF certificates were acquired

·Management of the 3D measurement activities,·Production control executive for Opel, Renault, Mercedes & Isuzu parts,·Preparation of the inspection instructions,·Management of the customer complaints.