Andrey Andreev

• Supported the international KBC project team in effective communication with the client's project team, building good relationships to foster collaboration and alignment. • Led the development of deliverables materials for different stages of the project, including the two major streams of organization and development and the remote operating center. • Received recognition for outstanding performance, including a team award for exceptional collaboration and leadership skills.

- Conducted a comprehensive Business Review, including time and motion studies of front-line supervisors and technicians - Created a process map covering the entire planning, budgeting, and execution process for both the current and future state - Developed and deployed a new Management Operating System, which streamlined processes and improved efficiency Integrated a maintenance KPI system and dashboards, which facilitated effective review meetings and enhanced decision-making processes.

• Guided and trained the shop’s management and engineering team in A3 problem-solving methodology, delivering measurable improvement in quality standards. • Revamped quality KPIs data analysis and presented the insights through visually appealing dashboards, enabling the team to monitor and track progress with ease. • Mentored and supported the shop’s staff to improve meeting efficiency from a dismal 30% to an impressive 80%, resulting in a more effective and streamlined process.

Leading a cost-saving initiative for Chevron's major capital project, which involved constructing a new generation plant for the oil and gas industry. The project was executed with the aim of reducing costs and optimizing processes. • Facilitating 60 DMAIC projects, resulting in total savings of approximately $15 million. • Training, mentoring, and coaching 150 White Belts and 15 Green Belts in the Lean Six Sigma methodology.

Implemented the start-up of the Operational Excellence program in a large agricultural Shared Services Organization. • Executed a project to eliminate fertilizer waste which led to yearly savings of $0.4 MM. • Standardized maintenance processes and integrated TPM audits, improving equipment reliability and reducing downtime. • Successfully launched an ideas collection system resulting in yearly savings of $0.8 MM.

Led the successful deployment of Lean tools and Production System at a local plant, encompassing 5S, Visual Management, Standardization, Problem Solving, TPM, SMED, Built-in-Quality, FMEA, Just-in-Time, CI, and Kaizen. • Increased the level of Production System implementation from 1.8 to 3.8, according to internal audits, with a maximum possible score of 5. • Successfully implemented culture changes through the appointment of Lean Tool Champions.

Industrial outsourcing for automotive plants: internal logistics, industrial cleaning, maintenance, supplying workers for production lines, handling productivity increase projects. • Operational staff outsourcing for Ford Motor Company • Nissan plant’s paint shop preparation for commissioning and start-up • Provided shutdown maintenance activities for the Hyundai plant

Local plant commissioning and start-up. Hiring and training newcomers. Operational management of newly built facility of the plastic parts paint shop. • 2006 – Basic skills training in Japan, preparation of the paint shop equipment and documentation for training and operations • 2007 – Start of production, workload rebalancing. Hitting daily targets of production • 2008 – Implemented a project for a new model change together with Japanese engineers

Economics