Zoltan Szekernyes

Rebuilding the plant from the basics: - sourcing and hiring of necessary DL headcount, - managing the ramp up of Ferrari project with increasing quality and output requirements - developing the shop floor leadership team, - introducing of basic control systems and feedback loops

Following a massive expansion in Hungary - after a job split - I assumed a new role, primarily focusing on the planning and management of technical and engineering projects. Key responsibilities: 1. Footprint expansions: - Establishment of a completely new plant for composite production, - Conversion of a warehouse into a fully functional production building - Modification of a brown field production hall for assembly and storage activities, including designing the new material flow and optimisation of space utilisation. - Industrialisation and ramp up of a new foaming line 2. Introduction of new production technologies, products and materials in close cooperation with central departments. 3. Performance improvement of the recently launched new programmes 4. Overseeing all EHS and facilities related activities, including fire protection as well.

Development and deployment of a strategy plan, establishing related KPIs and targets. Reorganisation of certain departments to allign organisation with business goals. Manage capital investment projects to redesign and improve internal logistics and implenet new production lines. Stabilize operations and prepare for further ramp ups. Kick of lean transition. After 2 years in service achieved positive financial results, doubled the plant's capacity, improved Quality and Operations performance and launched severall premium products, like Audi Q7, VW Touareg, Porsche Cayanne, etc.

Development, deployment and execution of Foundry strategy plan, including budgeting, establishing and monitoring of KPI targets in accordance with Wescast Business Goals. Daily operations management. Identification and development of Performance Improvement plans Championed major capital investment project to extend material portfolio, and scrap improvement programs to improve operational performance, drive down costs.

Development and implementation of Quality strategy goals and objectives. Leading BsC strategy planning project to achieve better alignment between different organization units. Driving of continuous improvement activities (DMAIC projects, support of Lean transition); Introduction of ISO 9001:2000 Quality Management System and it’s integration with ISO 14001:2004 Environmental Management System;

Setting strategic goals and initiatives. Budgeting and quarterly forecasting of headcount and fix costs. Establishing and control of plant level improvement plans. Leading centralized functions, such as Supplier development, Incoming inspection, Q System, etc.

Developed and implemented a TS 16949 conform quality management system and processes in remanufacturing environment Control of daily quality operations

Member of the start up team of a green field project. Quality Dept leader, later Q System team leader Automotive industry Japanese working culture

Faculty for Information Technology