Support of the start-up of new production (Pampers) in Russia. Organizing of staff training abroad (in Poland). Development of required spare parts list, registration in SAP, cooperation with the European center in ordering and delivering to Russia. Involvement in customs clearing process. Introduction of Downtime, Breakedown and Quality tracking systems. Training and qualification of personnel.

Development and introduction of Progressive Maintenance systems on the plant, based on Total Planned Maintenance (Japan) and Integrated Work Systems (USA). The following systems were developed and started up: Equipment Ranking (for maintenance priority setting), Visual Controls (for fast and effective equipment operating and troubleshooting), Planning and Schedulling (for effective maintenance organisation), Maintenance Cost Management (for effective maintenance budget distribution). Involvment in developement of Beakdown Elimination system, Lubrication Management system, CIL system (Cleaning, Inspection, Lubrication).

Managing of Plant Central Storeroom. Centralized spareparts storage orga: transition from department based form of receiving, storage and issuing of parts to centralized plant-based form. Storeroom workprocesses optimization, staff reduction (from 7 to 3 storekeepers) by development of high efficient systems of cooperation between departments and storeroom, introduction of modern systems of materials storing and searching, implementation of SAP system. During SAP system implementation became the Storeroom Key User: was responsible for the part of project, related to storeroom workprocesses(development of documentation, storeroom part implementation coordination, testing, training development, training providing and staff official qualification).

Managing of production of 'Comet' cleaning powder. The closest similar operation was in USA only. The production is unique (there is no analogs, even in American plant). Was appointed to the position right after start-up (4 month after). Managed over 100 employees. After start-up period leaded several projects, aimed to increase department capacity: line speed-up, upsize, packing in poly bags, etc., three new line installing, the launch of new product (starting from formula cards approwing and up to production plans coordinating). At the same time several modern systems were introduced (eg., High Performance Work System) in order to increase department productivity. As a result the Total System Reliability was increased (which allowed staff reduction on 30%), the Total Delivery Cost was decreased twice. This resulted the successful competition of our product with chiper lockal brands. Prapared and leaded an attestation in ISO-9000, as well as working places attestation.

Industrial Energetics, MB # 460838