KAMIL EVRIM

*** ****** **. **** ****, South Carolina, 29708

ac0fnn@r.postjobfree.com 704-***-**** (c)

SUMMARY

Expertise in operational excellence systems, supply chain management, operations, quality, and supplier management with 7 years managerial roles in 10 years total experience at multinational companies.

Toyota Production System, World Class Manufacturing and TPM experience in different manufacturing environments at OEM and TIER 1 suppliers.

Supplier development, operations excellence consultancy and deployment of TS standards.

Expert in leveling production to shorten lead-time from order to delivery through the process integration and standardization between sales, supply chain and manufacturing.

Quality system management through a systemic approach.

Wide experience in social relations and management, staffing programs, training, efficiency.

Organized, demanding, and challenging management way but respecting human values which are essential of any business.

Specialities : Multinational companies, family businesses, supplier development, supply chain management, team building, project management, purchasing, World Class Manufacturing, Toyota Production System, operational excellence, manufacturing, quality control, operational consulting, change management, people development, six sigma, TS16949, total productive maintenance, total quality management.

PROFESSIONAL EXPERIENCE

Plant Manager at Gungor Automotive

(October 2014-October 2016)

Gungor was established in 1974 and operating with 2 production locations in Bursa and Kocaeli. Gungor has 50 million € revenue with 300 employees. Gungor is a TIER 1 supplier serving DAIMLER, BMW, HYUNDAI, FIAT CHRYSLER.

Key Responsibilities And Accountabilities:

Plant manager of 2 manufacturing location with 260 people, including 4 Managers, 23 white collars and 232 blue collars.

Reporting to Managing Director and Board Members.

Leading operational excellence, operations, quality, logistics, purchasing, and project departments.

Head of Quality Assurance System for TS 16949, TS 14001 and OHSAS 18001

Reported by Quality Manager, Production & Maintenance Manager, Supply Chain Manager, Project Manager.

Global sourcing for direct materials

Deployment of Toyota Production System approach

New projects quotations and launching,

Investments,

Target deployment, KPI management.

P&L Responsibility

External affairs with Tunisian Government and FIPA (Foreign Investment Promotion Agency) to new plant investment in Tunisia.

Key Achievements:

Acquired BMW 7 series, Mercedes E, C and SLK body and assembly parts and revenue increased from 13 M€ to 20 M€.

250K€/year logistics costs decreased with improvement of containers and truck optimization for external shipments.

Improved 300K€ quality costs which was undertaken to customers for sustainable supply chain management.

1.2 M€ material utilization improvement (die modifications, operation improvements and engineering scraps)

Increased production efficiency 20%, 1 slack shift removed

Q gate and quality on process methods deployed and cut off 32 quality operators.

World Class Manufacturing Supplier Development Coordinator at FIAT CHRYSLER AUTOMOBILES (TOFAS) (June 2011-October 2014)

TOFAS is a Turkish automaker which jointly owned by Fiat Chrysler Automobiles and KOC Holding with over 7500 employees and revenues of 3,2 billion €.

Key Responsibilities And Accountabilities:

Deployment World Class Manufacturing approach for domestic suppliers of Fiat & Chrysler Turkey.

Driving continuous improvement activities in a systematical approach using WCM technical pillars.

In charge of development program for 7 suppliers and 35 suppliers for audit and technical support.

Building change team in wide scope including general manager, plant manager, unit managers, engineers and associates in the shop floor.

Advising top management team by using managerial approaches to provide their commitment, leadership, motivating to expand standards and operators involvement.

Working on technical pillars, which are safety, cost deployment, focused improvement, autonomous activities (workplace organization and autonomous maintenance), quality control, professional maintenance, logistics, people development and environment.

Working with top management for awareness of safety for root cause analyses of accidents, coaching them to spread activities.

Mentoring with problem solving methodology. Deployment of kaizen. Teaching new lean tools to organization.

Increasing the productivity, line balancing, standardizing the operations, preventing short stoppages of machines, increasing OEE and increasing competencies of blue collars about their machines by using autonomous maintenance and workplace organization approaches.

Deployment of TPM. Root cause analyses of breakdowns to challenge organization for 0 breakdowns in high capacity machines and facilities by adapting perfect maintenance system.

Establishing new logistics standards, creating flows, implementing pull system and value stream mapping to shorten lead-time.

Deployment of TQM. Prioritization of quality problems and creating projects to eliminate them. Applying advanced kaizen tools such as process point analyses, design of experiments, six sigma, anova.

Establishing education & training standards to develop competencies of organization. Establishing measuring systems for competencies.

Establishing suggestion and awarding system.

Key Achievements:

Decreasing approx. 7% transformation cost (without depreciation, direct material, transportation) of suppliers in charge by leading continuous improvement projects.

Fully kanban deployment in 10 suppliers.

Reducing 50% amount of stock for each supplier by deployment of sequencing, kanban.

Fully operator involvement for quick kaizen, suggestions.

Decreasing chronicle problems in shop floor by PPS, major kaizen and advanced lean techniques.

20% increase of line efficiency with TIE and Hoshin.

Decreasing absenteeism rate 20% by multi functional operator development.

Operations Excellence Coordinator at FAURECIA Interior Systems

(June 2010-June 2011)

Faurecia is the 6th largest international automotive parts manufacturers in the world with over 98000

employees and revenues of 18.5 billion €.

Key Responsibilities And Accountabilities:

Directing team of 47, including 3 supervisors, 1 engineer and 43 blue collars.

Reporting to General Manager

Deployment of Faurecia Operational Excellence System

Standardizing assembly, line feeding, warehouse and packaging operations.

Leading Value Stream Mapping workshops

Deployment of internal milk run by mini train, kitting applications for assembly lines.

Layout changes, improvements and ergonomic studies with Muri and Niosh analyses.

Lean assembly line building in France and Romania plants.

Romania duty as expat for 3 months to build instrument panel assembly line for New Duster project.

Deployment of JIT and JIS

Deployment of milk run and pull system with kanban

Leveling production (heijunka approach) between sales and purchasing.

Key Achievements:

Launched JIT assembly line of Dacia project in Romania for 3 months.

Reducing buy parts stock from 3 days to 16 hours by supplier kanban and milk run.

Deployment lean assembly lines at Romania for new Duster project.

More than 300K € improvements in instrument panel assembly lines by hoshin studies.

Deployment of L3PS Renault sequencing project.

Supply Chain Manager (PC&L) at WAGON AUTOMOTIVE

(July 2006-June 2010)

Wagon Automotive is an automotive parts manufacturer based on Birmingham which have 4000 employees and revenues of 950 million €.

Key Responsibilities And Accountabilities:

Managing team with 25 associate, 4 supervisors and reporting to operations manager.

Managing supplier and OEM supply chain relations.

Inventory management, managing flows of plant.

Responsible for line feeding and kitting applications.

Tracking lead-time for main product groups and managing value stream mapping projects.

Heijunka management.(Production leveling, scheduling)

Logistics budget management (inventory, premium freights, transports, labor costs)

Milk run management for import and domestic suppliers and packaging management.

Import – export operations management.

Local and overseas supplier management. (Logistics problems, systematic improvements, transport management)

SAP MM, SD and PP modules implementation with group ICT and Supply Chain Directorate.

Key Achievements:

2.1 % total inventory rate (including WIP, buy, RM and FG) has been realised over 40 million € yearly sales. (Group record)

5 % cost reduction from suppliers’ logistics improvements.

On time SAP project deployment. Go live period 3 months.

Deployment WALS system. (Wagon Advanced Logistics System: Inventory management at suppliers integrating quality department. No reception and quality control time)

PERSONAL INFORMATION

Graduated from Eskişehir Osmangazi University, Industrial Engineering Department between September 2002-June 2006.

Legally authorized to work in the US for any employer

CERTIFICATIONS

• TS 16949

•Train the trainer

•Operational Excellence System Expert (Faurecia internal)

Contact this candidate