• creating and implementing company strategy development
• revenue growth from 350K$ to 600K$ per month
• develop new chanels of sales
• control on marketing, call center, sales, HR, finance, quality, technical service, permit dep
• increasing staff from 35 up to 45 persons
• creating and implementing company structure
• management of the company's team and achievement of goals
• setting and tracking KPI indicators
• control over budget, P@L, CF

• Control over the company's activities: HR, marketing, sales, design studio, production and finance departments.
• Management of the company's team and achievement of goals.
• Setting and tracking KPI indicators.
• Control over budget, P@L, CF.
• Creating and implementation of the company's development strategy.
• Bringing the company to an operating turnover of $500,000 per month.
• Development of the company from 3 employees to 60 employees.
• Implementation of the CRM system.
• Creation and implementation set of operational and technological processes.
• Passing EDD audits.

Control on building of the new production plant

• Recruiting production, technical and quality staff
• Choosing and purchasing entire production and auxiliary equipment Control on supply chain bussines procedures
• Creation and control on the budget of new plant
• Adoptation and implementation of new manufacturing bussines procedures
• Outsourcing installations companies tendering and contracting
• Creation further plant development strategy

• Business processes and organizational structure updating and development
• Creating effective team with distinctive goal orientation; proceeding key staff development
• Developing and implementing operating dept KPIs
• Developing and implementing production & quality management system
• Implementing utilities management system; reducing specific utilities consumption
• Implementing Kaizen philosophy as well as Lean Manufacturing• Improving working capital
• Reducing raw material stocks
• Reducing finished goods stocks; minimum stocks levels implementing• Implementing unified HSE system for all production sites
• Managing OPEX and CAPEX budgets
• Increasing lines utilization rate, providing maximum production capacities output for the production lines with bottle neck capacities• Increasing production throughput for production sites
• Reducing production and logistics losses at least for 10%
• Optimizing production structure; increasing productivity
• Business ideas and investment projects development, agreement and implementation
• Reporting operating dept results to International stakeholders
• Optimizing production processes which aloud to increase key goods sales
• Implementing investment projects management system; involving and developing converting team

• Adopting and implementation manufacturing KPI system (production, quality, logistic etc) for 16 converting plants.
• Lean Manufacturing programs implementation at the factories of the holding.
• Responsibility for poductivities increasing.
• Waste and claims reduction initiatives tuting in the holding.
• Coordination of projects and initiatives in HSE.
• Production cost reduction.
• Quality of product improving.
• TPM adopting and implementation.
• Creation and implementation production, waste and quality complaints behchmarking surey within factories of company.

• Coordination of activities in production areas of 2 manufacturing factories of packaging material.
• Lean Manufacturing programs implementation in both factories. Responsibility for production efficiency increasing in converting departments.
• Waste and claims reduction projects tuting.
• Coordination of projects and initiatives in HSE.
• Production cost reduction.
• Quality of product improving activities.
• TPM creation and implementation.
• Implementation of Lean program tools.
• 5S project.
• OEE & QA losses deployments, total preventive maintenance system, tagging, waste reduction system so on.
• - SMED.
• - Solving of strategic production and factories problems (base on 5Why).

• Private training activities on Lean Manufacturing implementation for the production companies in Ukraine and abroad (Bulgaria etc.).
• Lean program tools implementation, 5S project, OEE & QA losses deployments, total preventive maintenance system, tagging so on.
• Solving of strategic production and factories problems (base on 5Why).
• Trainings for people on basic Lean programs.

Quality director in Bussines Unit Tobacco group of factories. Company is producing printing packaging material for food/non food industry including tobacco packaging.

• Quality departments functional management at the manufacturing plants.
• Lean Manufacturing projects implementation in quality area
• Total Productive Managment.
• Problem solving for KPI's improvment (claims and waste reduction, productivity increasing).
• Factories ISO, HACCP, HSE audits and results improving.
• Company-to-supplier claims system coordination.
• Involving in meetings with customers (PMI, JTI, BAT, ITG) for claims reduction projcts.

• Training course in Lean Manufacturing.
• Improving knowledge of production and maintenance managers.
• Preventive problem solving philosophy and methods implementation.
• Solving different manufacturing problems for the converting plants.
• Different training and edication programs based on Lean:
• OEE,
• TPM,
• 5S,
• 5Why,
• SMED,
• Kanban.

• Production workshops and departments control and managing
• Control of on-time and in-full production with less costs and high efficiency according to ISO standards.
• Following of production planning schedule.
• Participation in the creation of new production standards and following by existing.
• Budgeting (CAPEX & OPEX).
• Implementation of Lean Manufacturing principals and setting of Kaidzen philosophy.
• 275 people are under the management (production workshops and departments, purchasing department, logistics warehouses).

• Determination of technical policy for development of Carlsberg Group in Ukraine in way ofimprovement, reconstruction and growing of brewing sites of Company.
• Involvement into creation of Lean Manufacturing for Carlsberg Group in Ukraine.
• Leading the investment projects in frames of new equipment installations (packaging lines)
• Full responsibilities for packaging lines overall equipment effectives (utilization factor)
• Technical budget determination, control on spare part stock of Carlsberg Group in Ukraine.
• Functional leader of maintenance team (maintenance specialists).- Project execution responsibility matrix implementation
• Technical department operational budget and investment budget management and analysis
• Utilities consumption analysis and management; utilities consumption KPIs optimization
• Implementation of Automatic System of Specific Utilities Consumption by every dept
• All technological processes utilization rate monitoring and analysis
• Implementation of semi-automatic filling line utilization monitoring system (with possibility to deploy all downtimes and problem issues)
• Utilization up-grade action plan implementation, SMED system introduction and adaptation
• 5S system and Toyota way working principle implementation (Kaizen)- Red tags system implementation
• Spare parts stocks optimization (stock value reduction, stock turn over increase)
• Preventive and overhaul stoppages planning
• HSE Carlsberg policy adaptation and implementation

Aug – Dec 2008: Expert of ProdEx’s (Production Excellence project of Carlsberg) Maintenancepillar in Kronenbourg brewery, Obernai, France.

Jan – March 2009: ProdEx project implementation for Zaporozhe brewery Slavutich. BreweryKPI improvements on the total amount of the 4 mln. EUR per year 2009.

April – May 2009: ProdEx project implementation for Kiev brewery Slavutich. Brewery KPIimprovements on the total amount of the 3 mln. EUR per year 2009.

• Full management of department including budgeting process.
• Full responsibilities for quality of product, runability of printing equipment, productivity of department.
• Management of printing production staff.Leading of cross-functional team which consist of Quality, Maintenace,
• Autonomous maintenance engineers;
• Develop and support Daily Management System to analyse and manage losses;
• Responsable for process efficency, waste, claims, safety;
• Lead improvement teams, material validations, process experiments;
• Develop process standarts and procedures;

WCM Focus improvement pillar leader (Kaizen engineer)

• Run production shift and lead 40 operators and folk-lift drivers & maintenance team (nightshift).
• Full responsibility for quality of product regarding ISO standards in all production process.
• Involvement in WCM (world class manufacturing) project, member of Autonomous maintenance and Educating & Training pillars.
• Managing and leading team of shift operators in 6 areas;
• Staff management and planning;
• Ensure continues production in all areas during the shift;
• Proper loss reporting and analysis;
• Operators development training and coaching;
• Responsible for Autonomous Maintenance (AM) on Printing area (Team meeting, activities, audits).

Duties: Run printing machine and lead team of 5 operators.

Producing printing packaging material