István Toró

✅Managed product industrialization and new product introduction (NPI) project to ensure seamless production ramp-up. ✅Led complex layout planning for a new factory, ✅Developed and implemented training processes to enhance team capabilities and operational efficiency.

✅Managed daily operations of a high mix low volume electronic production and assembly plant with a €24M annual turnover. ✅Delivered technology investments that improved production complexity, productivity and employee engagement. ✅Successfully implemented new products, contributing to a 45% increase in yearly revenue.

✅Managed production, engineering, order management departments to ensure efficient operations. ✅Implemented Shopfloor and Gemba Management systems focusing on delivery and stock reduction. ✅Participated in New Product Introduction (NPI) and new machine acquisition projects. ✅Fostered daily cooperation with cross-functional teams to streamline processes.

✅Managed Ceramic plant and CMH lamp production production units (270 employee) ✅KPI management fo related units ✅Led LSFB LEAN team, focusing on continuous improvement and efficiency. ✅Implemented Shopfloor management across all production units, enhancing operational effectiveness with usage of Lean methodology.

✅Led daily production operations, ensuring adherence to KPIs and TTI metrics ✅Organized, coordinated and followed comprehensive onboarding and operator training programs for direct employees ✅Delivered Kaizen events to drive continuous improvement in productivity metrics year over year. ✅Achieved an on-time delivery (OTD) rate of over 95% and reduced scrap by 8%, resulting to 4%

✅Strategy deployment process implementation and execution. ✅Implementation of Tiered Daily Management (Tier 1–3), SQDCP/I boards, QRQC, Leader Standard Work and Gemba Walks, Datat driven problem solving to stabilize performance, shorten reaction time and support disciplined execution. ✅Lead the company Lean transformation roadmap ✅Organized and executed Kaizen events aligned with the annual VSM roadmap plan, ensuring measurable improvements and sustainment of achieved results. Tools used: LDM, 5S/ VM, VSM, TPI, SMED, SW, TPM, 3P, ✅Organised and delivered Lean trainings for all employee. Project: 2010- New Production unit (VSM) production ramp up/ optimalisation . Revenue impact approx € 8m/ Year.

✅Led daily operations of the Data, PTFE, High Temp Cable production Value Streams. ✅Executed training programs for shift leaders and operators, enhancing team capabilities. ✅Implemented Continuous Improvement (CI) tools and led annual Kaizen transformation activities. ✅Production startup and validation of PTFE production unit

Experience as Kaizen coordinator (2003-2006): ✅Planned and executed Kaizen training/ workshops in order to eliminate waste in production processes and increase their efficience. ✅Introduced and audited the 5S methodology across all areas, fostering a culture of organization and cleanliness. ✅Implemented Kaizen idea collection and evaluation system Experience as Lean Manager (2006-2008): ✅Planned and executed Value Stream Mapping (VSM) workshops, created and executed actionable Kaizen roadmaps for process optimization. ✅Introduced and applied strategy deployment processes (Hoshin, X- matrix) ✅Introduced Daily Shopfloor Management system (LDM)

✅Electrical measurement of produced DATA cable ✅CPK analysis/ evaluation of serial production and new implemented products measurement results ✅Standardization of measuring units, measuring programs.

✅Gas turbine control system visualization planning and design ✅On site commissioning at Százhalombatta Power Plant (G unit)