General Director (CEO), Operations Director (COO)

Описание

Permanent: Russian Federation,
195297, Saint Petersburg
Timurovskaya Str., 23/1
Current: R3N 0S8,
454, Waterloo Str., Winnipeg,
Manitoba, Canada

OBJECTIVES
I want to succeed in challenging environment of growth and excellence, therefore I am aiming to obtain a position of General Manager (CEO), Operations Director (COO) or Business Development Director at a leading industrial Company at the stage of business development, restructuring or acquisitions. Eager to be a part of engaged team driving the Company to meet and to surpass its long-term goals.
CAREER PROFILE
Operations-improving result-driven leader with multi-industrial international experience and MBA background. Has a solid track record of operations performance improvements Plant-, Country- and Division-wide. Demonstrated ability to lead successfully high-volume fully-automated food production plant as well as geographically distributed low-automated heavy industry facilities according to the best industrial and business practices. Profit- and Customer-oriented, leading by example team-player and communicator.
Known for change management; operations processes development, launch and improvements; corporate and operations strategy development; unique organizational and technical solutions creation and implementation; high-performance, safety and LEAN culture development; aligning cross-functional team development initiatives with corporate strategy; Safety, Quality, Planning and LEAN tools implementation.
Expertise includes: Efficient plant and division operations management, corporate best practices creation, maintenance function improvement, manufacturing costs optimization, deep finance analysis, KPI system implementation, significant cross-functional projects leading, networking and stakeholders relations, strategy development and deployment, budgeting and budget control implementation, facility "turn-around" projects leading, ISO certification, B2B OEM sales development, ERP systems blue-prints" development and corresponding processes launch.

BUSINESS EXPERIENCE
Buhler Industries Inc., COO/Operations Manager, Farm King, Winnipeg, CA Aug 2015 - Jun 2017
* Direct management of 8 geographically separated production facilities and Engineering Departments located in the USA and Canada, and operatively - of all corporate functions. B2B (OEM) sales channel relaunch.
* Responsibility for P&L of all non-tractor business with a direct subordination to the President and regular reporting to the Company Shareholders. Crisis- and change-management to meet top-level goals.
* Cost and capacity optimization, Operations improvement - Quality, On Time Delivery, Inventories and R&D
* Key Accomplishments:
* Initial data collection and analysis, in order to find out the root causes of low efficiency with consequent development and realization of short-term anti-crisis action plans for all functions.
* During the first 3 months creation and launching of Sales and Operations Planning and Forecasting process. As an additional benefit, a Sales function reporting, analytics and performance indicators were developed.
* Long-term Production Planning and Inventory Management System launch caused the decrease of raw materials, finished goods and WIP inventories by the amount of 30-35% ($14 mln) in the first year.
* Launch of NPD projects portfolio management allowed to increase the in-time realization of the NPD projects in two times and to focus the Engineering team on the strategic projects and repetitive Customers concerns.
* Development and launching of Operations KPIs system and performance reporting allowed to increase the controllability of the remote facilities and to lead the teams to the achievement of the common goals.
* On Time Delivery raised up up to 95%, efficiency of the labour increased by 25-35% and Customer claims decreased by 35-50% in the first year.
* Identification and development of the internal talents allowed to undergo the crisis points with a win in the state of processes, develop new leaders and enforce the team capabilities considerably.
* Project of the production facility complete shutting down has been executed in 6 months.
* ISO certificate obtained at the biggest production facility within 8 months. LEAN elements (5S, SOP, elements of SPC, A3, TPM, APQP, etc.) and engineering product development (DFMEA, PFMEA) were implemented.
* Launching of the budgeting and budget control processes and site overall costs control tools
* Finding out the real products GM, plant BEP levels and the core reasons of financial results deterioration.
* Personal carrying out of the strategical session, SWOT and Product value package creation, synthesis of the potential long-term strategical development scenarios for the entire non-tractor business.
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Fazer, Plant Director, Murinskaya Bakery, Saint Petersburg, RU Apr 2008 - Jul 2015
* Responsible for the plant's efficiency, Safety and Quality, long-term planning and execution, OPEX and CAPEX.
* Leading team of 400 employees working at the large scale highly-automated bakery. Projects management.
* Site management team coaching, leading, inspiring and motivation, building the atmosphere of responsibility and transparency. High Performance, LEAN, Safety and Quality culture creation, Safety incidents investigation.
* PR and GR activities, state inspections and city business community's interaction, plant HR branding.
* Key Accomplishments:
* Total refreshment of the plant management team using internal candidates mostly resulted in the highest site performance and exceptionally motivated team, the maximum People Engagement Index growth achieved in 2014.
* Production team headcount reduction for 8% by means of people flexibility and competence growth, and following by another 16% using implementation and everyday control of Working Time Efficiency as a core production KPI.
* Direct management of Maintenance Department during 2.5 years with structure reorganization, headcount reduction by 30%, unplanned downtimes reduction to 0.6% based on OEE by means of PM's efficiency.
* Stable level of total maintenance cost notwithstanding the inflation during the last 4 years as a result of contractors and suppliers effective management and development, precise budgeting and projects management improvement.
* Modernization of plant utilities brought energy savings of more than 3% annually and made the plant to become one of the most energy-efficient in the whole company.
* Exceptional sanitary level achieved at the plant, the best practices in Safety management and unique quality control methods are implemented, resulting in constant safety improvement and inter-country lowest claims levels.
* Leading of LEAN and 6 Sigma activities in Russia, piloting and adaptation of the LEAN tools - 5S, Site Management System, Visual Planning, CI Board, A3. KPI system development, challenge and improvement.
* Consumer requirements identification, product ideas and production technology creation, initiation and personal participation in New Product Development process resulted in successful unique new products launch.
* SAP and Maxima solutions development and implementation and related processes improvements.
* On-line yield management process design and implementation using Statistical Process Control tools resulted in 1.5% of material savings due to minimization of product weight deviations and material losses.
* Country best-seller product group (15% of country NES) successful re-launch project leading using SCRUM methodology with participation of almost all functions - from Marketing&Legal to Technical&Quality departments.
* Country representative in Food Industry scenarios development as a base for the Company's strategy revision.
*
Sonoco-Alcore, Plant Production manager, Saint Petersburg, RU Mar 2007 - Sep 2007
* Remote cores and tubes production site management with direct reporting to local Managing Director and functional reporting to Area Production director in Finland . Record level of plant production volume achieved.
* Responsible for the daily orders fulfillment, Safety and Quality performance, equipment and utilities maintenance.
* Operational interaction with material suppliers and services providers, control and optimization of raw materials consumption, regular product cost calculation as the basis for plant profitability control.
* Interaction with Customers concerning specifications creation, claims settlement, technical support and consulting.
* Daily analysis, updаtеand optimization of the production and delivery plan according to Customer's needs.
* Direct recruitment of the personnel, motivation, cross-training and professional development organization
* Key Accomplishments:
* Product quality control methods creation and implementation, measuring machines and tools calibration delivered the possibility to issue quality certificates even for the most precise tailor-made products.
* Production team bonuses system updated, wages grades reviewed and optimized, overtimes significant reduction.
* Team turnaround decreased from 10% per month to almost zero as a result of interviews and personal leadership.
* Production space usage and delivery planning optimization provided the highest plant capacity level.
* Production area and warehouses space extension opportunities searching, design, ROI analysis and presentation.
* Unique huge diameter core with extremely high load capability designed and launched upon the Customer request.
* Initial training in Finland at 4 plants and R&D laboratory during 1.5 months.
*
Nokian Tyres Plc, Production Supervisor (2 depts.), Saint Petersburg, RU Oct 2004 - Mar 2007
* Green-field project - landing, fine-tuning and acceptance of the highly-automated equipment, suppliers relations.
* Management of the maintenance activities of the department equipment and utilities, contractors coordination.
* Development of the department reporting system - quality, downtimes, waste handling and safety procedures.
* Initial team recruitment, professional trainings organization, launching of the 24h production schedule.
* Elaboration of personal bonus system and scorecards, team key competence recognizing, collecting and sharing.
* Key Accomplishments:
* Production start-up at Tyre Components department, subsequently Tyre building, Curing and Finishing department and related warehouses management with repetitive launches of new production lines and products.
* Organization and management of raw materials and automated finished goods warehouses, analysis of materials consumption, raw material orders coordination, inventory management.
* Precise materials distribution per product and tyre component with monthly reporting to Finance.
* Design and implementation of internal logistic, start-up of synchronous material flow according to KANBAN.
* Participation in ORACLE-based ERP system blue-prints development, launching of the related processes.
* Training in Nokia, Finland (4 months): learning to operate, repair and to tune up every machine in the component department, getting acquainted to business, revision and improvements of processes before implementation.
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Ford Motor Company, Decanting&Line Feeding Supervisor, Saint Petersburg, RU Oct 2003 - Oct 2004
* Management of shift team providing receiving, quality control, repacking of the car parts into in-house boxes, storing at the "supermarket" warehouse and direct delivery of all parts to the assembly lines.
* Synchronous materials flow according to KANBAN and RCB organization, shortages root-causes investigations.
* Key Accomplishments:
* Launch of the 3rd shift in the Department with merging of Decanting and Line Feeding departments into one.
* Statistical analysis of the current process, process improvements proposing and introduction, team reorganization.
* Highest production volume and lowest material shortages amount as compared to other shifts constantly achieved.
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TNK-BP, Ryazan Oil Refinery Plant, Department Technical Manager, Ryazan, RU Mar 2001 - Oct 2003
* Units/Department equipment maintenance and modernization organization, cost of production responsibility.
* Contractors, suppliers and budgets management. Direct leading of the department maintenance team.
* Key Accomplishments:
* The most significant plant unit start-up after the total reconstruction (project cost $150mln).
* Unique equipment modernization and installation projects management, 4 unit maintenance shutdowns executed.
* TNK-BP President personal Award for the contribution into the plant reconstruction received.
* Started from a worker position, in halve a year was promoted to the Unit, than Department managerial role.
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EDUCATION
International Management Institute (IMISP), St. Petersburg, RU 04.2013 - 05.2015
MBA, Efficient management
Gubkin Russian State University of Oil and Gas, Moscow, RU 09.1996 - 06.2001
Qualification: Mechanical engineer, graduated summa cum laude
Specialization: Machinery and equipment in chemical industry and construction materials productions
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PROFESSIONAL DEVELOPMENT
Leading business-training and consulting companies, St. Petersburg, RU 2005-2013
Plenty of trainings in HR, Finances, Project and Time management, SMART targeting, etc.
* Business School of British Open University (LINK), Ryazan, RU 09.2002 - 7.2003
Course: Effective Manager
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ASSOCIATIONS
Member and Speaker, St. Petersburg International Business Association (SPIBA) 2013 - 2015
* Participant, American Chamber of Commerce in Russia St. Petersburg (AmCham) 2012 - 2015


LANGUAGES
Native Russian, fluent English, basic knowledge of Finnish and Ukrainian