Dipl.-Ing. Celso Sacchetta - MSSBB / MBA

Operations Executive and Lean Manufacturing Expert with 25+ years of experience in operational leadership at global companies. Key contributor to merger and acquisition processes and plant organizational restructuring. Recognized as a servant leader and collaborative team player. Deeply committed to talent development and fostering a winning mindset.

•Promoted as Interim MD to coordinate the transition to an independent subsidiary, ensuring effective operations and profitable sales activities at the Oslo site. •Established and stabilized Lean Basics Manufacturing processes and their KPIs. •Responsible for operational improvements by splitting production and sales. Transitioning the warehouse, logistics, and the production to Germany while keeping sales locally in Norway as the last step of the transitioning process.

•Executed leadership based on Toyota Production System (TPS) methodologies and fostered a Lean culture with strong focus on team skill development. •Led the implementation of global standards across production sites while supporting footprint consolidation, achieving notable results such as a productivity increase of over 15% in two years. •Created a Global Production System focused on Lean Journey Assessment and standardized BSCs.

•Coached and mentored Lean leaders at global sites in relation to Lean Journey Audits and provided enterprise-level support for the execution of global Green and Black Belt projects. •Set up required profiles for key positions within the Lean organizational structure. Interfaced with Managing Directors and Operations Managers across all sites. •Drove consistent customer service growth since 2018. •Trained 95% of all operational employees in Lean basics

•Successfully consolidated Lean Six Sigma culture and its methodologies across European sites. •Provided strong support in execution planning and followed up to correct deviations. •Facilitated the sharing of over 500 benchmarks among facilities within two years. •Applied and perfromed frequent Kaizen •Achieved 100% execution of key VS Maps across Europe, successfully mitigating non-value-added activities and general waste. Reduced inventory in Poland by 13% and cutting process lead-time by 19%.

•Identified potential savings and benefits of ca. $5,000,000 to be obtained from stabilization of throughput and combustion profiles in the reduction ovens, uniform grades and homogenization of ore input to grinders. Higher throughput to be gained from improved Maintenance and implementation of TPM practices. •Performed short analysis regarding productivity gains and obtained client’s approval for a full Discovery & Design process.

•Responsible for process engineering, maintenance, machine construction, production, Lean manufacturing, and OpEx. •Increased daily output from production to warehouse by 39% with reduced work-in-progress (WIP) and improved on-time delivery (OTD). •Managed monthly orders of 250 tons of electrodes using a Kanban system. •Improved revenue per employee (R$K/Employee/year) by 6% and tons produced per direct employee (ton/direct employee) by 15%.

•Responsible for operations in three different divisions and segments. Implementing Lean Basics standards and their KPIs and delivering remarkable results. •Merger and acquisition process participation for 2 years with remarkable results, Increased return-on-sales (ROS) from 7.5% to 21% by the end of FY2011 •Developed and implementedcompression machines in Taiwan resulting in cost reduction of $350k (23.8% annually). •Developed a clean room for special fuel automotive injection seals

Develop new concepts of lean manufacturing, including quality and productivity tools such as cellular layout, Standard Work, rapid exchange of tools, Six Sigma, Just-in Time / Kanban, etc., also responsible for materials purchase, local and imported. Engineering coordination for new products implementation and technology integration between Danaher facilities besides Six Sigma Black Belt activity.

•Directly responsible for valves assembly process and the associated production methods. •Led the Sourcing Strategy Department. Responsible for products localization through detailed make-or-buy analyses and development activities in coordination with the headquarters in Germany.

• Special Machines Construction Technician for 3 years • Promoted to tool shop coordinator, leading a team of 15 people, for 2 years. • Promoted to tooling manufacturing process engineering department as technician for approx. 5 years