Manager Lean Manufacturing

EXECUTIVE PROFILE:

Global P&L experience in value creation and driving major operational improvements for public and private manufacturing companies. Excels at organizational transformations utilizing enhanced 80/20, ISO Certification, Six Sigma, and LEAN methods. Hands-on leader who builds strong teams, balance sheets, and path to profitability. Experience with Greenfield Projects, JVs and acquisitions.

PROFESSIONAL EXPERIENCE:

Saturn Inc.; Toronto; Ontario: Full subsidiary of Exel Inc

Sept 2011 – to present position: GENERAL MANAGER

• P&L responsibility for company charged with processing, inspecting and repairing hardware for North

American logistic operation of the world biggest logistic organization;

• 6 direct reports and 280 employees deployed in 3 shifts with 24/7 operation;

• Charged with capital expansion, repair and installation/commission of various warehouse and distribution

equipment and complete processing lines;

Gortech.; Toronto; Ontario: Consulting (Self-employed)

June 2011 – Sept 2011

• Process and organizational improvements;

• Lean Manufacturing implementation;

• Product design improvements towards better manufacturability and material savings;

Quickmill Inc.; Peterborough; Ontario: Privately own manufacturer of CNC Gantry Machines

Mar 2007 – June 2011 Position : GENERAL MANAGER

P&L responsibility – report to President

Hired to stream line operations towards growth and increase profitability

Direct oversight of Plant. Production, Procurement, Service, Engineering, R&D, Sales and Marketing;

20 millions budget ; 8 direct reports and total organization of 100 people;

Yearly Sales 30 millions in new machines and 3.5 millions Service and Spare Parts;

Achievements:

Increased Sales from 8 millions ( 2006 ) to 13 millions ( 2007 ) to 24 millions ( 2008 ) to today level;

Development and implementation of KPI and incentives program which brought assembly hours per machine down for 45% with no late delivery and improved quality of machines;

Reduction of inventory from 2.8 millions to 1.2 millions;

Reduction of material cost of 18 % - 23 % per machine ( depending on the machine type );

Standardized machines to bring from 8 different types to 2 - staying open for custom demands;

Improve product performance by redesigning it: ATC, new spindle design, new machine bridge; etc…;

Successfully implemented several Lean Manufacturing Tools ( 5S; JIT; Kan-Ban; Continuous Improvement; “Poka Yoke”; Value Stream Mapping and Process Mapping; Standardization of Work; etc.);

Penetrated new markets: South America, Middle East; India, while keeping existing one;

Brought Service Department to profitability keeping customer satisfaction; Added value to service business by developing new business initiatives: machine retrofits; machine option upgrades and operator training.

Implemented business strategy “ more then machine “ providing customers with comprehensive support in machine service and maintenance; applications; customer productivity improvements and operator training.

Reduce Warranty Cost from 800 K/year to 180K/year by developing and implementing QC system to ensure that outgoing products meet quality standards;

More then 4 years without accidents and lost time to injuries by creating a positive attitude amongst staff about safety, and providing prompt and effective action to eliminate unsafe acts or conditions as they become apparent.

Managing China’s and India machine production process.

Electrovaya Inc.; Toronto; Ontario Public Company with capital cap 200 millions

Feb 2000 – Aug 2006 Position : GENERAL MANAGER

P&L Responsibility – reported to President

Hired to transformed R&D company known as Electrofuel into manufacturing company now known as Electrovaya;

Grew company from 12 to 240 people and with 3 facilities ( the Plant; Machine Building Division and R&D facility);

Greenfield project comprising of design and establishment of the Plant (worth 35 million USA $ ) of 150 000.00 sqf. with 25,000.00 sqf. big Dry Room) for Production of Li-ion Super Polymer rechargeable batteries ( High Volume; Lean Manufacturing ; SPC; etc ) and obtaining all permits ( Environmental; Fire Depart.; Labor Ministry ) needed;

Established (by procuring assets ) and managed Machine Building Division as separate profit center ( consisting of Engineering Department and Production comprising: CNC and Manual Machining Depart., Welding Department, Machine Assembly Department, etc. ) which as an “in house activities” manufactured all prototypes for battery production, tested them and manufactured production machines totaling 133 machines and tooling needed for production process ; and for outside customers has designed and manufactured custom machines and tools or perform high tolerance machining for customers mostly from airspace or automotive industry, making outside sale of several million dollars per year.

Prepared and participated in Joint Venture negotiation for new production facilities;

Corma Inc. ; Concord; Ontario: Privately own manufacturer of equipment for production of

corrugated plastic pipes

March 1997- January 2000 Position: PLANT MANAGER

P&L responsibility – reported to President ( owner );

Hired as agent of the change to change company’s culture towards empowering personnel and foster team work

with simultaneous development of procedures and implementation of Lean Manufacturing Principles .

Direct oversight of the Plant, Production; Service; Engineering; Procurement and R&D;

Yearly Sale ~ 80 millions – Capital Equipment value: 20 millions;

50 millions yearly budget; 12 direct reports and total personnel of 300 people;

Manage 3 production facilities: Corma – Concord; Corma Foundry – Forest, ON; Corma USA – Detroit, USA.

Achievements:

in the first six months changed the manufacturing processes (mostly in the areas of assembly, machining and material supply and inventory), reorganized personnel and composition of production teams and shifts, and changed shop floor layout and flow of materials so that in same year we increased production 26%, decreased over- time by 15%, scrap by 12% and material waste by 10%.

In the next 2 years we tripled production increasing it from 12 production lines to 36, with same number of workers

Increased Service and Spare Parts Sale from 1 million to 5 million/year;

Successful ISO registration and Lean Manufacturing implementation ;

Inventory reduction of 1.8 millions in 2 year period;

Successful Plant expansion by adding 40,000.00 sqf to existing 160,000.00 sqf.;

Executing capital equipment budget of 3 millions per year;

R.D.M. Machine ; Concord; Ontario: Privately own for custom high-precision machining

Sept. 1992- Feb. 1997 Position: PRODUCTION MANAGER

Reported to President ( owner ) – practically P&L responsibility

Yearly Sale: 5 million – Facility and Equipment Value: 5 million;

Direct oversight of 30 trade people; Liaison with customers; Safety and Health Regulations;

Military Technical Institute, Belgrade, Yugoslavia State own entity

Prototype Manufacturing Department

Nov. 1989 -Aug. 1992 Position: DEPARTMENT MANAGER

Reported to Institute Director – Full responsibility for executing yearly budget;

Yearly budget 500 millions dollars – Capital Equipment and Facility Value 3 billion dollars;

Supervised 80 engineers and tech.; 350 trade people and about 60 admin. personnel; several manufacturing units;

Achievements:

Accomplishing several Greenfield projects of establishing new manufacturing facilities ( 7 in total with max. value of 100 million and min. value of 15 million dollars) comprising of construction phase; installation of equipment; run test production; hiring and training of personnel; developing and implementing procedures; establishing KPIs, QC; etc.

Development and establishment of manufacturing process with all needed procedures and technological documentation for production of various military equipment, weapons, ammunition, all kind of rockets and missiles;

Development of production capabilities ( new machines or equipment; new tools; development of hardware, software and CNC technology ; organization of professional training;)

Aug. 1977 - Nov. 1989 Position: MANUFACTURING ENGINEER

Analysis of designs and technical documentation regarding functional ( FMEA) and manufacturing problems

( DFMA); Definition of manufacturing process ( the most economic way; machines; tools; fixtures; set-up; etc. );

Design of tools and auxiliary equipment; CAD/CAM analysis and NC(CNC) programming;

Development of productivity improvements and new production techniques;

Preparing all required for assembly-line production (manufacturing documentation; tools; fixtures; NC (CNC)

programs; time and motion study; layouts; ergonomics studies;)

EDUCATION:

Master of Science of Mechanical Engineering ; degree earned at University of Belgrade; Faculty of Mechanical Engineering; 27.Marta 80, 11000.Beograd, Yugoslavia;

Machinist ( 4 year apprenticeship ); Mechanical Technical School “R. Dakic”; Belgrade; Yugoslavia;

PROFESSIONAL TRAINING:

Lean Six Sigma – Black Belt Course – Schulich School of Business; York University ( 2008 )

NC(CNC) : APT; EIA\ISO format: Deckel; Heidenhain ; Maho ;Toshiba; Fanuc ;

Mazak: Maztrol;

CAD/CAM: I-deas; Master-Cam ; Auto-Cad; CadKey; Gibbs System; Solid Works; Smart-Cam;

Computers: Hardware : DEC (MicroVax,Vax -11/78); IBM As/400; PC IBM compatible; Macintosh

Software : Epicor; Navison; Visual; Oracle; SAP; Crystal Report; MS Project; Windows; Excel;

Access; Paradox; Word; dBase; etc

REFERENCES:

Upon request

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