Zbigniew Ziółkowski

Responsibilities:
• Project management in terms on transfer production between plants inside Schneider and between suppliers;
• Project budget take under control;
• Keep project under control and take corrective actions if necessary;
• Being expert specialized in a specific high-tech area of knowledge for industrialisation/manufacturing (Lean Mfg, MTM, simulation tools, cost analysis, etc.) in a plants;
• Ensure that deployment of Schneider Production System (SPS) in receiving plants is in place;
• promote SPS implementation everywhere in the Group :concept of green / red, principles of SPS, architecture lines, SIM, MPH..;
• Support the development of an international Manufacturing skill network through personal coaching, mentoring and training activities as well as leadership behaviour. Promote growing skills on the principles of manufacturing excellence;

Responsibilities:
• Leading “buy and prepare new building” project for Riga plant;
• Project management in terms on new building development in Riga and production transfer between suppliers;
• Supervising Lean Manufacturing deployment in 4 Schneider plants (2 Finland, 1 Poland, 1 Latvia)
• Ensure the deployment of Schneider Production System (SPS) in the plants of regional scope;
• Continuously develop, improve and implement the Schneider Production System across Schneider’s extended value stream;
• Promote SPS implementation everywhere in the Group :concept of green / red, principles of SPS, architecture lines, SIM, MPH..;
• Promote growing skills on the principles of manufacturing excellence;
• Carry out SPS training-actions in the factories, distribution centers, offices and various functions across the Group;
• Support the development of the Manufacturing Excellence program across all operational entities;
• Contributes to the setting and attainment of productivity targets;
• Supports the operational entities in achieving their objectives;
• Participate in the SPS diagnosis in the plants,
• Leading Kaizen events in plants.
Main achievements:
- Investment for 10 M€ done – new factory is finishing refurbishment.
- Lean transformation in I-Valo plant from Basic to Standard level,
- 2 Kaizen events in I-Valo factory generate 20% productivity,
- VSM approach deployment in Riga plant,
- 3 Kaizen events in Riga plant generate 35% productivity,
- Lead Time reduction in Riga plant from 22 to 14 days,
- Short Interval Management system deployment in Stromfors plant generate 7% productivity,
- PCBA production implementation in Riga and transfer production from high cost country generate 5 mln Euro savings.

Responsibilities:
• forecast quantity of employees based on production plans in production department;
• establishes and maintains product quality and supervises shipment of material
• department budget preparation;
• KPIs monitoring (OTD, productivity, efficiency, quality) and taking corrective and preventive actions;
• establishes and maintains production of materials and inventory stockpiles as dictated by customers demand,
• managing team of over 200 people;
• implementation VSM (Value Stream Mapping) approach;
• indicate and support 6 Sigma projects and Kaizen events;
• strongly lead 5S audits and action plans realisation,
• selects, trains and appraises all subordinates and recommends promotions and salary adjustments;
• implement production planning using MRP II system;
• managing forecast process based on customer demand;
• managing of stock value and rotation parameters;
• managing of material providing and handling inside factory;
• implementation and monitoring blue colour workers versatility,
• implementation and lead SOP meetings (Sales & Operation Planning).
Main achievements:
- Changed organisation structure production department and optimisation (-20%),
- Lean transformation production and supply chain area from Notion + to Standard +
(2 levels) level,
- Improvement in On Time Delivery from 65% to 96%,
- Improvement in Lead Time from 35 to 10 days,
- Improvement in productivity 35%,
- Work In Progress reduction (in consumption days) from 40 to 7 days,
- Finish Goods reduction (in consumption days) from 30 to 5 days,
- Row material reduction (in consumption days) from 60 to 22 days.

Responsibilities:
• follow up main KPIs (H&S, quality, efficiency, OTD) and prepare preventive and curative actions,
• readjustment staff to Workcell needs;
• establishes and maintains product quality and supervises shipment of material
• department budget preparation;
• build team motivation;
• selects, trains and appraises all subordinates and recommends promotions and salary adjustments;
• prepare development plan for workers;
• managing team over then 1000 blue-collar workers.
Main achievements:
- implementation system of unit cost production control.

Responsibilities:
• follow up main KPIs (H&S, quality, efficiency, OTD) and prepare preventive and curative actions,
• assurance essential resources to reach sells plans;
• complete responsibility for the safe and proper operation and maintenance of all equipment, as well as maintaining a competent work force capable of operating the total Workcell at optimum production cost levels;
• manage Workcell staff structured of engineers, planers, logistic staff and production employees;
• workcell budget preparation ;
• keep actual Value Stream Map based on Lean Mfg. rules;
• realisation environment program;
• to assure that dates are take and reported properly;
• efficient use available quality tools according to Jabil standards;
• define Kaizen events area;
• effectively supporting 5S approach – leading by example;
• managing team of 250 people.
Main achievements:
- OTD improvement from 80% to 95%,
- Implementation VSM approach – new VSM every 3 months
- Reduction cost of production on one unit by 20%

Responsibilities:
• manage work of subordinate workers on three shifts;
• account used monthly full time equivalent;
• forecast employees based on production plans in workcell;
• selects, trains and appraises all subordinates and recommends promotions and salary adjustments;
• production made reporting;
• KPIs monitoring (OTD, productivity, efficiency, quality) and take corrective and preventive actions;
• SMED methodology implementation,
• managing team over then 700 blue-collar workers.
Main achievements:
- changeover time reduction on SMT line from 8 hours to 10 minutes,
- improvement of efficiency on SMT line from 65% to 87%,
- improvement of quality KPI (FPY) from 70% to 95%.

Production leading: PCBA used for TV (CRT, LCD and Plasma) set:
- Through-hole technology;
- SMT technology (glue and reflow);
- Wave and selective soldering technology;
- ICT and FVT testing