walter scotti

OEE improvement, Process Capability and Statistical Process Control. SMED and Centreline (Optimum Settings). Waste reduction.

Product, Packaging and Process development. New test method and Product Specification definition. New Product launches co-ordination.

Responsible for Health and Safety, Packaging development, Facilities and Engineering

Deliver cost saving and improvement trough the application of 6-sigma Techniques. Train and Coach new Black Belts  2008 saving target achieved already at end of May 2008

* Waste reduction, OEE improvement, Saving Projects. Develop, validate and implement New Product along with R&D (NPD´s & EPD´s). Guarantee high customer service level worldwide. 6-Sigma Black Belt *  3mio €/year saving achieved in 2006 *  Usage Variance reduced by 25% *  Production line speed increased by 20% *  Production Capacity increased by 11% *  OEE improved by 4% *  Customer Service level 99,9%

Army Arsenal Plant of Naples: Health & Safety department Officer Representative Council Member for 3 military plants

Responsible of Projects in 4 plants in EU: ca 50% of total European budget Based in Warsaw - Poland

Introduce Reckitt Benckiser KPI, Organisation and Procedure into BHI (Boots Healthcare International) after its Acquisition. Share best Practices

* Management of people, equipment and capitals to ensure customer service, OEE, quality and cost targets are achieved and improvement plans are in place. Implement organisational changes and get Unions on board, to improve productivity and meet direct and indirect labour cost reduction objectives.. Drive manufacturing efficiency and budget control to provide competitive advantage *  Productivity increased by 25% *  Overtime cost cut by 70% by implementing “Annualised hours” *  Annual volume increased by 5% and put plan in place for another 10% growth *  Zero lost time accident (LTA´s) for 2 years

* Maximising the team potential (ca.75 people) across packing lines, Mixing, Goods-in and Maintenance to ensure factory KPI’s are achieved. Implement the Liquid Production Master Plan (JIT): *  100% of customer service achieved *  30% capacity increase *  Direct and indirect labour cost saving of 300,000€/year *  Nearly 2mio € investment avoided

* Responsible for creating a culture of manufacturing excellence by leading Kaizen/Lean activities within the factory (TPM, JIT, SMED, Waste Control, Autonomous Maintenance). Discover value and cost drivers in the process chain and suggest adequate measures for continuous improvement. Source analysis and plant budgeting. Manage Union relationship for Master plan implementation *  Collaboration with 3 European plants (Spain, Poland, Italy) in their OEE improvement program *  500,000€ savings in the first year of the waste reduction program implementation *  Laundry tablets productivity increased by 20% *  Collaboration with McKinsey for a source analysis to relocate liquid detergent production across EU *  Development and implementation of a new shop floor data capturing system integrated with the company MPS

Packaging design for NPD and EPD. Cost saving projects. New supplier validation. Supporting Procurement in price negotiation.

* Member of the group top 25 managers/Shareholder. * Responsible for the Factory Business unit P&L consisting of Production, Quality, R&D, Finance, Procurement and 3rd Party/Private Label business. *  Set up a proper accounting and controlling system to assess product margin contribution and define the Transfer Price within the delicate relationship Italy-San Marino *  Restructured the organization and introduced flexible working time to better follow the seasonal demand of insecticides. Member of the industrial association committee to renew the National contract. *  Set and implemented an industrial plan to in-source acquired business (Sara lee, Jeyes, Trichema) and meet the ambitious goals of Quality, Service level and cost. *  Turn around the LCS Factory, acquired in 2010, into the Excellence Center for Insect control category within Spotless group. Comply with insecticide and cosmetic regulations *  Key role played for the Private Equity exit strategy. EBITDA growth of 23% CAGR in 4 years.