Quality control / business process management / retail network operational excellence

Managing team of people – consultants in area of retail banking operational efficiency, distribution efficiency, change management, business process management. the team is distributed within 3 areas – spain, russian federation, and ukraine. main completed projects: 1)top 5 russian retail bank distribution efficiency analysis. 1 region example. capacity analysis, processes reduction plan, client flow analysis, channels utilization analysis. 2) top 10 ukrainian retail bank loan origination and loan processing modeling. current stage process analysis, process maps development, process steps prioritization, fmea analysis, bpm toolbox development and training, improvements plan development. 3) top 10 ukrainian retail bank distribution model development. 3 regions assessment. capacity analysis, processes tat reduction plan, client flow analysis, channels utilization analysis. improvements plan developed and presented in 3 areas – process improvements plan, client flow change – alternatives channels migration, new site formats and distribution model change. 4) top 5 russian insurance company claims process diagnostics. process model development, process flow analysis, value stream analysis, bottlenecks evaluation, capacity analysis, kpivs vs. kpovs correlation analysis. list of improvements developed including operating model change, process waste reduction, project plan implementation. 5) top 10 ukrainian retail bank branches start up methodology development. current stage diagnostics of the new branches start up process. evaluation in terms of people, processes, procedures & standards, performance. new start-up methodology developed – standardized process of pre-live evaluation and branch opening within 10 working days. reporting to ceo employer web site www.senteo.net

Managing team of 30 people (qc department). quality control department set up. change management procedure development, set-up the methodology for continuous improvements for consumer finance, retail, auto loans, corporate and operations. main completed projects: 1) quality control department set up. organisation structure development, kpis development, team set up, methodology training and deployment, pilot projects start up. new qc director training and transition period set up. on-site support. reporting to ceo ukraine, reporting to ceo russia, employer web site www.alabank.kiev.ua.

Responsible for the cf process reengineering, quality control function set-up, change management implementation, standardized work implementation (sops), process continuous improvements activities set-up: 1) cf business process redesign (goal - eq.manufacturing process). 2) new it platform development and launching (gemini – equation). 3) customer waiting time reduction (smed). 4) reduction of the application processing time (smed, sixsigma)(goal - 10 min). 5)efficiency increase of the credit conveyor. 6) salesforce operational efficiency increase. main finished projects: new it platform development and launching (gemini – equation) 1st phase in live after 7 months of project start up. web-based, fully automated, easy to use. 2005 – consumer loan processing time reduction. smed methodology implemented. average time in the beginning of the project – 65 minutes, current time – 25 minutes. goal – 10-15 minutes. expected savings - $350k. collection process analysis. responsible for the collection process mapping, process waste elimination, bottlenecks evaluation, value stream speed assessment, list of required actions and priority phases development.

Certified in 2002. responsible for leading projects from start to completion, resulting in increased efficiency, cost savings, and overall improvement. apply lean tools like 5s, smed, value stream mapping. responsible for lean audit preparation covering 5 main areas of rexam lean enterprise: 5s,tpm, value stream mapping, smed, six sigma. reporting to plant manager and europe master black belt. employer web site www.rexam.com. main improvements and lean-sixsigma projects: 2004- 50 cl can line 0.8% spoilage reduction. three main areas on the line. use three green belts. main tools – c&e, fmea, multi-vari, and capability analysis. savings - $120k per 12 months. 2004 – varnish (direct material) usage control. reduce variation in dry film weight on the product. 15% usage reduction. main tools – c&e, fmea, doe, anova, control charts. savings – up to $300k per 12 months. 2004 – return packaging spoilage reduction (customer involved). main objective – work together with external customer in order to improve their process. green belt training. main tool – fmea, control plan. savings – $85k per 12 months. 2003 – changeover time reduction. objective – reduce machine downtime because of product/label change time reduction. main tool –smed. claimed timesaving – from 55 minutes to 21.6 minutes in average, i.e. up to 90 minutes of additional production time per day. one line savings – $850k per 12 months (150 seasonal production days). 2002 – inside lacquer (direct material) usage reduction. main tools – c&e, fmea, control charts, doe, short/long capability study, pareto, control plan. savings - $185k.

Responsible for customer service (call-offs, deliveries, production and inventory control), manufacturing planning, mrp (metal, odm materials, packaging), reporting system for hq, forecasting. reporting to plant manager. employer website: www.rexam.com.

Responsible for beer glass market monitoring and analysis, competitor’s data collection, promotion practice. reporting to commercial director.

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