about andrew avgousti
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A powerpoint presentation on who Andrew Avgousti is and what he can offer.TRANSCRIPT
Andrew Avgousti
Operations Leadership General Management Executive
ABOUT ME
Operations Leadership with over 22 years of experience in progressive leadership roles
Extensive manufacturing background in Automotive, Electronics, Metal Fabrication, and Plastics industries
Industrial Engineering background with a graduate degree in Manufacturing
Expert in the Lean Manufacturing
Certified Six Sigma Green Belt
Passion and talent implementing continuous improvement initiatives
CORE COMPETENCIES
Lean Manufacturing Value Stream Mapping 5S Visual Factory Quick Changeover Cellular Manufacturing Total Preventative
Maintenance (TPM) Autonomous Maintenance OEE Capacity Planning Manpower Planning Pull Systems Kaizen workshops Continuous Improvement Productivity Improvement
Quality Management Systems Global Best Practices ISO 9000 TS 16949 Six Sigma Green Belt A3 Problem Solving Root Cause Analysis
Organizational Leadership Team Building Mentoring & Coaching Change Management Corporate Administration Multi-site operations Benchmarking Crisis Management P&L Responsibility Budgeting Capital Projects
EXPERIENCE
Mold-Masters Ltd. 2010 to 2012
Director, Manufacturing Operations
Director, Continuous Improvement & Manufacturing Support
Martinrea International 2009 to 2010
Assistant General Manager
EXPERIENCE (cont’d)
Van-Rob Inc. 2004 to 2009
General Manager Assistant General Manager Area Manager
Magna International 2002 to 2004
Engineering & Maintenance Manager
EXPERIENCE (cont’d)
Visteon Corporation 1997 to 2002
Destination Site Project Manager Industrial Engineering Manager Manufacturing Coordinator
Ford Electronics 1990 to 1997
Production Supervisor Manufacturing Engineer Resident Engineer Quality Assurance Engineer Material Planning & Logistics
Industrial Engineer
EDUCATION
Bachelor of Applied Science (B.A.Sc.)
Industrial Engineering University of Windsor 1990
Master of Engineering (M.Eng.)
Manufacturing University of Toronto 1997
ACCOMPLISHMENTS
Strategic Created and implemented a balanced scorecard aligning business
goals with departmental objectives
Led the integration of 2 manufacturing facilities, establishing one management team for quicker decision making and developing a standard operating procedure & budget
Restructured organizational responsibilities in the Production, Maintenance, Tool Room and Engineering departments which streamlined work processes
Developed process to smoothly transfer equipment from existing facility to destination sites
Developed a data card signoff process for product lines prior to relocation
ACCOMPLISHMENTS
Continuous Improvement Implemented $1.1M continuous improvement savings, through labour
reductions and efficiency improvements
Achieved 30% employee participation by developing a culture of continuous improvement on the shop floor
Directed resources on a Lean Excellence Advancement Plan project to create additional plant capacity and improved throughput, by implementing a visual factory through equipment relocation and 5S
Trained UK facility on 5S and Lean Manufacturing, resulting in a more efficient plant layout and manufacturing process to improve Delivery and Sales growth in 2011
Created value stream maps for each production value stream to identify $1.8M in opportunities in annual continuous improvement initiatives
Identified opportunities to increase performance in the Press Department resulting in $22K annual savings
ACCOMPLISHMENTS
Continuous Improvement (cont’d) Developed a continuous improvement culture, resulting in 89%
employee participation and a 270% increase in ideas implemented throughout the organization
Restructured production to align with actual sales forecasts, resulting in a $1.9M labour savings
Eliminated non-value add operations in production, achieving a $1.4M labour savings while maintaining 2 ppm
Cost reductions saving $2.9M in all departments using Kaizen, Six Sigma & Continuous Improvement workshops
Played a key role working with engineering to identify $3.6M in customer givebacks using VA/VE initiatives on various programs
Implemented a 5S program to transform the culture and improve productivity, which quickly became a best practice for all other Van-Rob facilities to benchmark against
ACCOMPLISHMENTS
Continuous Improvement (cont’d) Created a capacity & manpower planning model aligned to the sales
budget, resulting in a $900K labor savings
Supported the successful launch of a radiator support assembly worth $70M sales at the Mexico facility by coaching the shop floor in 5S, implementing a material pull system, and tracking equipment downtime
Increased shop floor productivity and housekeeping by training & implementing a 5S program
Managed on-site training of destination site engineers for transferring product lines
Implemented $2.1M in labour savings & 20% floor space savings by cellular mfg conversions
Implemented a capacity database to allocate & optimize machine utilization
Maintained 90% build to schedule by optimizing work center constraints & resources
ACCOMPLISHMENTS
Quality Reduced internal quality from 0.72% to 0.47% of sales, focusing
accountability for reporting quality at the source on the shop floor by the operators
Implemented monthly quality reviews to with global entities, resulting in a 53% reduction in Corrective Action Reports
Strengthened the Quality Management System by certifying Production Supervisors as internal auditors, resulting in zero non-conformances in the plant’s annual external ISO9000 audit
Achieved a 42% improvement on scrap, down to 0.5%, by reducing destructive testing and increasing focus on root cause identification for quality issues in the press shop & assembly areas
Reduced plant internal PPM quality by 60% through Six Sigma green belt methodology
Improved root cause identification of scrap by implementing scrap database on the shop floor
ACCOMPLISHMENTS
Quality (cont’d) Established a newly created position at the customer’s location to
improve customer relationship due to deteriorating product quality & customer service.
Improved customer ratings by 50% by coordinating containment actions to protect customer’s operations & establishing process improvement teams to identify and eliminate quality concerns.
Analyzed warranty and sales return data to identify continuous improvement actions for production & for reporting out to management
Provided timely solutions to customer concerns by providing onsite support at car plants during new vehicle launches.
Supported zero defect policy by coordinating customer protection plans to prevent non-conforming material from reaching the customer’s facility.
ACCOMPLISHMENTS
Operations Improved Delivery from 28% to 70% while exceeding annual sales
targets by 24% ($150M)
Implemented weekly WIG Meetings, improving Delivery to 78% and reduce Internal Quality to 0.47% of sales; focusing on backlog elimination, process improvements, JIS compliance, and A3 completion
Improved communication on the shop floor by instituting daily production meetings to review Safety, Delivery, and Quality initiatives, and by implementing Communication Boards and Top 3 Boards to communicate Safety, Delivery, Quality, Productivity and Continuous performance and initiatives in each value stream
Implemented a weekly Preventative Maintenance program that resulted in annual equipment breakdowns of 1.5%
Mentored & coached employees to align goals & objectives to the business plan, resulting in a balanced scorecard rating of 72%, improving employee morale in the process
ACCOMPLISHMENTS
Operations (cont’d) Implemented TPM software (7i) to change the skilled trade culture
from reactive to predictive maintenance, resulting in equipment downtime of 3.2% & tooling downtime of 1.9%
Achieved customer delivery rating of 99.4% resulting in zero expedited shipments and minimal missed shipments, while still maintaining 13 inventory turns monthly on finished goods
Implemented a plant tool crib reducing MRO expenditures, redundant requisitions and equipment downtime
Increased plant OEE to 82% by implementing a Total Preventative Maintenance program
ACCOMPLISHMENTS
Supply Chain Drove improvements to cash flow by identifying and driving work-in-
process reductions equivalent to $305K
Eliminated 5 hrs supplier inventory as part of $2.5M reduction plan to reduce and eliminate WIP by implementing material pull systems
Identified $1.1M in indirect labour savings on material handling by implementing pull systems
Achieved 23% savings in work-in-process inventory by managing schedules
ACCOMPLISHMENTS
Supply Chain (cont’d) Reduced work in process inventory by production schedule priority
Implemented over $400K in labour & purchased parts savings through continuous improvement actions. Worked with self-directed work teams to increase product yield. Worked with cross-functional engineering groups to implement new model products & coordinate engineering changes.
Reduced purchased parts inventory on production floor to one days supply, by implementing a material replenishment system. Reduced supply chain inventory using just in time, by assisting a third party warehouse to develop a vendor owned inventory program and by developing a manufacturing efficiency program with selected suppliers.
ACCOMPLISHMENTS
Health & Safety Implemented a stringent Personal Protective Equipment
Policy enforcing safety glasses and safety shoes plant wide to reduce medical aids and lost time incidents
Rolled out a proactive Health & Safety program and culture transformation, resulting in 266 days without a lost time injury
Human Resources Instituted the company’s first performance bonus structure
among the Production Supervisors, aligning corporate KPIs to individual performance, increasing accountability for Safety, Delivery, Cost of Quality, Productivity & Continuous Improvement performance in the production value streams
Financial Reduced plant costs by managing departmental budget of
$4.3M
ACCOMPLISHMENTS
IT Introduced & piloted a strategic deployment software (Dploy) to align
corporate strategic goals with value stream goals, which was adopted by the company to track strategic initiatives
Improved communication among Production Supervisors by implementing a SharePoint site for Manufacturing Operations and collaborating with IT to generate daily SAP reports to manage the production floor
Implemented databases to track & pareto equipment stoppages, which achieved a 6% increase in productivity to 84% OEE
Implemented phone support process to address issues & concerns of destination sites
Coordinated data archiving process to manage storage of documents during facility phase out
LICENCES
Professional Engineer (P. Eng.) Professional Engineers Ontario Since 1992
PROFESSIONAL ASSOCIATIONS
Institute of Industrial Engineers
Society of Manufacturing Engineers
Association of Manufacturing Excellence
Aurora Chamber of Commerce
Travel
Willing to travel if required Canadian citizen EU Passport
CONTACT INFORMATION
Address 340 Stone Road, Aurora, ON L4G 6Y6
Phone Home: (905) 726-1919 Mobile: (416) 995-4749
Email [email protected]
Web www.linkedin/in/avgousti https://twitter.com/aavgousti