Director - Machinery and Assistance

Since 2012 – Director of Operations of the foreign subsidiaries, world leader in terracotta pots and garden and terrace, (800 employees on 3 factories in Italy,Texas, China). In Texas USA, with a mandate to review operational processes and organizational structure of the plant. The company has been operating since 1895 and is a leader in the American market ($ 20 million) for terracotta vases.

Results
The two best EBITDA from the Company acquisition.

Since 2015 (jan) - In China, with the same mandate: review operational processes and organizational structure of the plant.

Since 2000 - Managing Director of Steel group subsidiary. Company turnover €20 million; Group turnover €1000 million. The Company operates in the assembly of textile machinery and steel carpentry. Remit focused on upgrading the company and its market. The actions undertaken (refurbished plant, redesigned processes, vendor programs) made the company more flexible and better prepared to respond to market demands.

Results
Increased turnover from €10 million to €18 million between 1999 and 2004;
Increased income: starting from a net loss in 1999, growth continued from 2000 to 2004 and then profits became stable;
Steady increase in the reliability of deliveries from 53% in 1999 to 78% in 2004.

Since 2009 - Managing Director of 2 companies. The merger of the companies was completed in 2011.

Results
Increased plant volumes (3000 m2) between January and July 2010 and transferral of all facilities to a single location.
Obtained ISO certification in November 2010.
30% reduction in staff numbers with virtually no cash expenditure.

Production Manager – Milan-based manufacturing company. Turnover €80 million; annual production 2 million washing machine timers.
In charge of engineering (the company is highly automated), logistics (planning, stores and supplies), production (including process control) and maintenance. Negotiations with trade unions for a restructuring plan.
Obtained ISO9001 certification.
Remit focused on the introduction of Lean Production methods by the company, acknowledged for its high technical standpoint but conservative organization.
Reorganization of the structure, redesign of layout, introduction of suppliers to the kanban system and training on the concept of ongoing improvement.
1998 Results:
+11% productivity, -15% stock components , -25% wip
-25% area occupied (from three to two plants)
Standard deviation rate: 250 ppm.

Director of Operations of a Company.
Turnover €50 million; 2 manufacturing sites. Company specialized in the production of instrumentation for control of temperature, absolute and differential pressures, flow rates and levels and valves.
In charge of purchasing, production and logistics for the field instrumentation division (turnover €30 million).
The position was in charge of planning, production and industrialization of new products and traditional procurement and general services (maintenance, safety and environment).
The Lenno site produced sensors (the strategic components) for the group’s USA site that assembled products for the US market. Remit focused on the optimization of supplies to Rochester, complementing large production batches with small customer orders, and achieving 100% product quality.

Results
Reliability of deliveries increased from 65% to 95%
Quality Output: 100%
Delivery time reduced from 4 weeks (variable) to 2 actual weeks.

Consultant of an american company. Implementation of JIT methods and Total Quality for manufacturing firms. In charge of coordination and development of complex projects in many fields (pharmaceutical, electronic, mechanical, chemical) including:
- Reducing set-up times;
- Management of materials, inventory reduction and layout redesign:
- Analysis and improvement of product and process quality;
- Throughput time reduction.

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