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B.S. Stan Str. •
Bl. , Ap. , Sector • Bucharest, Romania
• Mobile: + • •
& MANAGING EXECUTIVE
• Plant Manager • Regional Manager of
Business Development • Consultant in Business Development
Results driven senior
executive with a wealth of experience building and leading world class
manufacturing organizations for a high technology aeroengine production
company. Proven capabilities in operations management, business development,
program/project management, organizational change, assembly/overhaul
engineering, and budget administration. Held positions of increasing
leadership responsibility including General Manager and Board of Directors
member for an international $M joint venture. Increased sales revenue,
market share, and shareholder equity by successfully integrating Lean,
Six Sigma and Kaizen methodologies into the total business strategy.
Delivered continuous improvements in business performance, cost reduction,
quality and product delivery. Adept in molding talented teams and optimizing
staff productivity to assure achievement of strategic goals. Strong
planning, organizational, communications, and problem solving skills.
Proficient in ERP Oracle applications, MS Office, MS Project and Minitab.
Fluent in English, French and Romanian. Open to relocation worldwide.
Areas of Expertise
Total Quality Management
Lean, Six Sigma, Kaizen
World Class Manufacturing
Commission Evaluator to PRESENT: evalueted EC projects in
diverse international teams
Freelancer to PRESENT: European Sales Director with ISSSC;
lean SixSigma consultancy services
SOPOLEC Oct to Jan : sustainable, energy efficient building
got extensive knowledge of regulations, initiatives and solutions
Quality Leader, GE Oil&Gas, Italy Sep Dec : engineering
Quality Assurance development and implementation
COMBUSTOR PRODUCTS S.A., Bucharest, Romania
$ million joint
venture formed between General Electric
Aeroengines USA and Turbomechanica Romania in aeroengines component
Set strategy and provide
operational direction to optimize delivery of high tech combustor products
for aeroengines to the company’s largest customer–GE Aeroengines
USA. Hold full P&L responsibility for product development, daily
production quality/output, and EHS compliance. Administer a budget in
excess of $ million per annum. Directly supervise up to employees
while providing direction to production and financial management staff.
Establish department objectives, authorize spending, and drive continuous
improvement initiatives to meet strategic goals. Measure and evaluate
production performance against competitor to build future strategies.
Led a Cross Functional Production Increase Program to grow the
production outcomes by % in one year. Reduced the incoming material
transit time from days to days in months with immediate reduction
on the inventory level by %.
Sales Growth. Increased
sales by % in with a projected increase of % in .
Implemented processes that reduced cycle days < days and lowered
inventory by %.
Doubled lean level in years, from . to and increased productivity
Introduced cost management system, which reduced overall operating costs
Implemented third party ISO/AS Certified Quality Management
System and ERP Oracle Business Application. Currently establishing Kanban
and TQM processes.
Developed and executed HR positive discipline policy: performance audit
findings reduced < %.
Agreement. Set the Administrative Services Agreement which supported
the QS Certification..
Director / BoD Member, to
Provided daily oversight
and coaching to senior executives to facilitate startup of the manufacturing
authority. Contributed to the development of the company’s strategic
goals. Furnished guidance on resources, appointments, and standards
of conduct. Scrutinized the performance of middle mangers to assure
achievement of shareholders mandate in terms of quality, delivery, cost
reduction, and business integration.
IULIAN P. Phone:
Conducted Production Startup Program which delivered % of the designed
production volume in years
Production of AeroEngine Components into a Green Field Developed Facility
reached % of the designed capacity in the second year, while meeting
Low Capital Expenditure.
Quality Costs scrap rate was maintained under % in the second year
despite several new process introductions.
New Product Launch.
Led New Product initiation, reduced product costs by %, and increased
sales by a total $M in /.
New Process Introduction.
Managed the implementation of new heat treatment processes in months.
Reduced process costs % and product lead time % by eliminating
S.A., BUCHAREST, ROMANIA
A $ mil business
in aeroengines manufacturing.
product development platform, including program planning, scheduling,
resources and production activities to meet customer General Electric
strategic product delivery goals. Worked closely with executive directors
in diverse business areas including Development, Economics, Operations,
HR, and Finance. Indirectly supervised middle managers.
Designed in contributed to the successful implementation of a Strategic
Business Development Program which determined GE AE to set up
a Joint venture years after the program start.
Played a key role in business volume growth from zero to $ million
in years. The business in the aircraft industry grew from zero to
$ million in the first year.
Service Level Increases.
Controlled product shipment activities, which increased service levels
to over % in years.
Achieved a % business integration level in years. This success contributed
to GE’s decision to form a JV for a Strategic Manufacturing Business
Unit with a designed sales volume of $M.
Development. Took the lead in implementing an Internet/Intranet
Six Sigma Implementation.
Completed the first Six Sigma project related to the shipment of products
to the Customer. Transit time was reduced to days.
Facilitated the first Cell Manufacturing Training Course.
Overhaul Engineering Manager, to
Led a team of engineers
in the definition, implementation, and substantiation of overhaul activities
for aerospace engines RollsRoyce and Turbomeca and helicopter gearboxes
Eurocopter. Prepared job sheets, managed imbedded costs, and monitored
shop consumption. Established Quality Plans and administered configuration
Designed and implemented an Engine Overhaul Substantiation
Program in months
Established and implemented
overhaul activities in less than year, which sustained the company
through a period of economic transition and defense budget cuts.
Implemented a Cost Management
system with predefined and onthejob reports of consumed materials
Planned vs. Actual. Costs were reduced by % in months.
Initiated a new overhaul
business aero derivative engine that was similar to existing business
line, which made the integration and substantiation much faster with
a cash in of $K in months.
Prepared the business
case to integrate a new engine for the Romanian MoD acquisition.
with Turbomecanica to , EMPLOYEES:
Assembly Shop Manager,; workwers
achievement: Implemented a Commercial Engine RollsRoyce Spey
Assembly and Test Substantiation Program and got the CAA authorization
EDUCATION & CERTIFICATIONS
MBA, Open University
Business School, Milton Keyns, UK
MS Aviation Engineer,
Polytechnic University of Bucharest, Romania
/ Black Belt / Internal Auditor
Besides the above years
activity which is decribed in the actual CV, I had axtensive aeroengine
assembly, test overhaul and manufacturing experience: RollsRoyceViper
and Spey; Turbomeca Turmo IV.
I have same level of knowledge of gearboxes and rotors for PUMA EUROCOPTER
The following positions:
Engines Assembly built and repaired Turmo and Spey.
Implemented ISO in the Shop. Got CAA certification for assembly
and test of Spey engine.
Blades Manufacturing Shop Manager Viper Compressor&Turbine
Blades, Turmo bades and blisks
Product Manager Gearboxes and Rotors for Puma Helicopter
Production Preparation activities Technology and Quality Plans
In I directly managed, as General Manager, the ISO AS
Certification of TMCP as aeroengine combustor manufacturer.
Since I am working with
European Commission for projects evaluation under short assignments
as Independent Evaluator.