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 aavgousti@rogers.com

Web www.linkedin/in/avgousti https://twitter.com/aavgousti