Jozef Ziencikiewicz

• System Management based on new ISO 9001, 14001 and OHSAS 18001 with ZERO-nonconformities during certification audit.
• Cost of Customer claims reduction more than threefold.
• Quality Projects and initiatives with annual savings more than 100k€.
• ZERO Claims program implementation to increase commitment of employees. Promotion and visualization of QUALITY throughout organization. New image of Quality “We are proud of the Quality instead of being ashamed of complaints”.
• Western Europe Quality Project “Revision Reading System” to choose the best electronic system for Global organization, to compare product to original approved graphic design.
• Key member in World Class Manufacturing Project. New role and responsibilities of employees in production and quality area to achieve Production and Quality expectation.

• Management of CI projects in plant. Tangible savings at the level 1500k€ exceeded two times expectation level. Key to success leverages was employee’s engagement.
• IDEA box system created to engage people for improvement and development projects resulted more than 400 submitted ideas with tangible savings at least 100k€.
• Integrated System Management based on ISO 9001, ISO 14001, OHSAS 18001.
• Quality Projects with annual savings at the level 80k€.
• Development of relation with Customers through new Quality communication platform idea. New model was the answer to changes, new expectations, demanding business period and personal rotations in many Customer’s plants.
• New idea Leadership Quality Audit system implementation with nomination to Amcor President’s Awards in category Value Creation. LQA strongly supports education and learning process, especially for new employees, new function, product development, new machine installation and changes.

• Technical Projects Management on time in full:
- modernization and extension of the plat including rebuilding and new warehouse,
- installation of machines - 2 gravure printing machines, 1 HFS, 2 bindings …,
- visual detection systems trials as a part of Global Sherlock Project, to choose the best system for other Amcor Tobacco plants in the world.
• Management of maintenance of machines and devices (6 gravure presses, 3 offset, 2 HFS, 4 C&C and others). KPI’s better than expectation.
• Managing Technical, Quality and CI department (30 people).
• Supervision of external companies - security guards, facility service, cleaning service, pest control...
• Supervision of external services - machine producers, maintenance services, technical projects providers,
• CI culture building by engagement of people from all departments. Trainings, regular review, support, openness, resulted good CI motivated teams focused on production performance, effective maintenance, supply chain optimization, quality improvement, safety and environment development.
• Very effective CI projects with savings at the level 1172k€ vs target 300k€.
• Amcor President Awards for 5S+S excellent implementation in Technical Department areas. Spectacular success of CI Project. We became the model department for other Amcor Tobacco plants.
• Integrated Management System (ISO 9001, ISO 14001, OHSAS 18001) and certification with ZERO non-conformity.
• Top score of Customer Audits.
• Excellent DIFOTIS results and quality performance.

• Development of Integrated Management System and Food Safety standards.
• Installation of new unique technology and machine UNIPERF.
• Managing the quality department (13 people), external cleaning agency and pest control.
• Savings Projects:
- waste management changes - 10k€,
- quality program to move organization to Top level in Amcor – quality savings 120k€,
- internal non-conformities reduction – 140k€,
- Implementation of SPC with visualization – new quick and easy form of communication.
• Initiative ZERO complaints in 11/12 resulted any quality claim from one of the biggest Customer Ferrero during 12 moths.
• Activities for other Amcor plants:
- Improvement program for quality of raw materials and service of suppliers,
- Exchange of experience and best practice knowledge between plants,
- Leading 10 Amcor plants in project “Quality for Kraft”: InterCall’s, quality performance, information exchanging, implementation of Quality Scorecard to monitor performance, trends and established action plan implementation.

• Integrated Management System (Quality, Safety, Environment) and Food Safety standards with certification.
• Audits (Customers, Suppliers, Intercompany, Internal)
• Implementation Amcor safety standards, obtaining audit AON result at the level 98% as one of the best plants in Group.
• ZERO LTI during this period.
• Conduct periodic safety and environmental reports for Amcor.
• Improvement Projects:
- Waste segregation system of production and price negotiations saved 30k€,
- Key user in new integrated system for logistic and planning.
• Participation in Amcor Nordic Region for Quality and Safety aspects.
• Member of Amcor Tobacco Quality Managers Team.

• System Management for Quality, Environment and Food Safety with certificates.
• Compliance with Customers requirements confirmed by very good audit results.
• Managing the quality department (10 persons).
• Obtaining environmental permits from the government.
• Introduction to basic statistics and analysis in the plant.
• Member of Quality Group for Tobacco Customers with Amcor Rentsch Quality Managers.

• Quality Control System implementation.
• Organization of laboratory and inspection program.
• Quality Management System with certificate.
• Compliance with food law requirements confirmed by certificates (PZH, sign “B”).
• Participation in implementation of BaaN (ERP system).

• Conducting research, the product and the type tests of power transformers, and approval quality exams with customer representatives.
• Coordination of quality inspectors work at the final control of power transformers (10 people) and responsibility for implementation individual test plans.
• Implementation the main pillars of the quality management system, i.e. the system of quality control, incoming inspection, evaluation of suppliers, managing of with non-conformities and customer complaints.
• Introduction of statistic control cards and statistical analysis in the plant.
• Project management Six Sigma as a Black Belt:
- oil purification process quality improvement by 20% and energy savings by 17k€ year,
- optimization of the type tests for new transformers saved 30k€.
• Training program “White belts” for employees as a part of Six Sigma culture.

• Managing a team of fitters and electricians (15 persons), and temporary cleaning workers.
• Responsible for the installation in full and on time.
• Introduction of a new system of modern buildings and electrical solutions.
• Due to standardization, templates implementation, "Poka Yoke" and motivation, execution time has been reduced by 50% with savings by 20k$.

• Process Control System review.
• Development of control plans with measurement methods based on the technical data and practice results.