Sebastian Olejarz

Operational management of SCM Department (100 FTE) including:
• Purchasing, managing local contracts with suppliers, defining and leading cost out projects,
• Procurement of materials and components, implementing E2E strategy for inventories reduction
• Planning production and personnel, order processing and control of orders realization – supplies,
• Warehousing – inbound, factory distribution and outbound distribution to final customer (intercompany, wholesalers, retailers, OEM, OES),
• SAP key users Team providing effective support in the area of SAP and MD for all processes and users
• Project team - Proactive cooperation and communication with both internal and external customers and suppliers aimed to improve E2E performance of value stream with lean philosophy and methodology;
• Driving continuous improvement process in area of responsibility based on Lean
• Directs the efforts of others in the achievement of the strategic and operational objectives of the group;
• Manages the hiring, staffing and maintaining of a diverse and effective workforce;
• Responsible for career development/planning, performance and pay planning discussions of team members;
• Develops and sets strategic goals for the team;
• Responsible for target setting and goal achievement; cost velocity quality, backlog and capacity;
• Defines, implements, and executes logistics best practices in achievement of strategic goals;
• Accountable for cost management and business controls compliance principles;
• Organization of the work according to work safety and work regulation requirements aimed to achieve Zero Accidents level;
• Quality of customer service. Proactive participation in resolving and handling customer related issues (quality, service reliability, use of tools);
• To create a culture of excellence in which people feel engaged and inspired to high-performance, delivering top business results;

General:

• Leading Planning, Procurement and Logistic Team (80 FTE);
• Preparing strategy for Materials Department based on HQ targets;
• Cooperating with Senior Mgmt. to have one standard across whole organization;
• Team development (Session C planning and execution);

Planning:

• Keeping high level of service to external and internal customers;
• Cooperating with Sales Department - (25 MM$ yearly Sales to External Customers);
• Deliveries scheduling control;
• Capacity planning vs. customers’ orders;
• Controlling planning process at Metal/Plastic/Assembly Dept.;

Procurement

• Managing low level of inventory FG/RAWM/WIP - (6,8 MM$, 35% reduction in 2009);
• Forecasting Raw Material Demand;
• Cooperation with Sourcing Department in solving material shortage;
• Balancing FG inventory level by forecast/sales/safety stock calculations in distribution centers and planning capacity needs;
• Balancing RAWM level by cooperation with supplier to reduce Minimum Order Quantity and Delivery Lead Time;
• Balancing WIP inventory by:
 Safety stock/Min lot size/process analysis;
 Cooperation with Metal/Plastic/Assembly Department to reduce value of RAWM on shop floor;
 Kanban/supermarket/waterspider implementation;

Logistic

• Coordination of Inbound and Outbound area
• Organizing stock take as well as external/internal audit;
• Implementing fix localizations, implementing 2 bin system and waterspiders routine;

Operation Management Leadership Program (GE Corporate Program)

4th Rotation - Lodz - responsible for:

• Fuse Depart. Transfer using Lean philosophy (reducing production area by 56% - 700 sq m);
• Reducing RAWM at the shop floor by 84% - 63k Euro of stock;
• WIP reduction by 50% (- 2 days);
• Service targets improvement by 50% (- 50k Euro of overdue orders);

3rd Rotation – Bielsko-Biala - responsible for:

• Planning process implementation
• Service improvement roadmap implementation:
• Overdue lines reduction by 70% (-500 orderlines)and value reduction by 70% (- 140k Euro);
• Overtime reduction by 90%;
• Cycle counting implementation
• Lean implementation (5’s; kanban, waterpsider, production lines balance)

2nd Rotation – Mostoles (Spain) - responsible for:

• Implementing white product process (creating decoupling point);
• Service improvement- reduction OVD lines from 80 to 20 (avg.);
• Input/Output Model implementation for Inventory control;

1st Rotation – Lodz - responsible for:

• Service improvement - reduction of overdue order lines from 200 to 20;
• Kanban implementation – inventory reduction from 70k Euro to 10k Euro