Claudiu Iliescu

Coordination of multidisciplinary teams in an international environment. In charge of projects impacting 4 EU based locations. - projects relocation from D to a RO based 3rd party. - intercompany transfer of 2 SMT lines and sattelite equipment from AT to RO, equivalent to 25% of the turnover of the Timisoara site. - relocation during serial production from a D based insolvent molding supplier to 3 D based suppliers, 1 RO based supplier and internalization in 2 KAVX sites (RO and D).

The Timisoara site is the biggest site of the Sensing & Control division in Europe, with 500+ employees. Highlights: changing the business model from manufacturing to lohn and reverse it by HQ decision; SAP implementation; despite COVID, 96% adherence to MP21 target, with a Q4/FY21 the strongest in the plant history. Bronze medal at group level for the Continous Improvement activities. 13th salary implementation. In FY22 the site became the biggest SMT location within the group (10 SMT lines).

Multiple technologies under one roof, from molding to SMT & a wide range of products from 52 production lines. Started as Supply Chain Manager; April 2015 promoted as OPS manager; January 2016 Interim Deputy Plant Manager. Highlights: 2014 lines transfers from insolvent supplier from Hungary, during 2015, 18 production lines transferred from other group locations; stock turns from 3 to 8 and higher; 2017: SMT process integration with 3 lines and by 2018 went up to 6 lines.

In December 2008 insolvency was declared by the HQ from Austria (Fa. Eybl) and the company was taken over by Prevent Group. The headcount decreased within 6 months from 1600 to 300 employees. The crisis gave us the opportunity to reorganize, optimize and get ready for a new way of doing business. From 2013 we've opened a 2nd location in Lugoj and by the end of 2014 we had 1100 employees in the 2 locations.

From zero to hero ... from working (in best case) with excel files to ERP implementation (MBI), with fully implementation of the scanning through the entire flow (incoming - production - shipping), interlinked via process traceability of quality and production KPIs. Managed to make the processes within the company transparent and implement a lot of standardized processes & documents. Decreased the scrap rate from 18% to 5% and the inventory discrepancies to 1.2%.

Closure of 1 external warehouse (5 k EUR monthly renting costs) due to optimization on the short term planning of the material disposition by thus generating a positive trend of the lock-up capital. See more details about the achievements under Prevent Romania S.R.L. & following article: http://www.manufacturing-journal.net/company-profiles-home/54-automotive/1901-a-place-where-traditional-virtues-meet-innovative-ideas-prevent-automotive-romania

Regarded as a consultancy contract -> in charge with the policy and processes regarding the OEMs, standardization of the documents & information flow within the company and with the customers and partners; open an external warehouse in Germany and open the UK market to the company. Based on the consolidation of the RO-A-TIR, MAYR Transport and Ravitex companies, implementation of a tracking system.

Involved in the bidding process for the construction of the Timisoara based plant; parametrisation of the ERP system, according to the specific requirements of the romanian plant and the definition of the frame of the logistic flow & procedures for the new site.

My task was to build up a functional plant, which with the support of the production manager we have managed. Within 4 months we have ensured a continuous production flow in 3 shifts. The material & information flow was implemented & functional, the customers (mainly the ARA plant from county Bihor in Romania) where delivered on time. Regretfully, after not even a year, the new plant from Romania was closed due to cash flow issues generated by the plant from India.

Being the man of the first hour in the logistic field (& employee number 3 of the company), I was an all-rounder: starting with purchasing, transport organization for both inbound and outbound, custom clearance, stock management, production planing, packing, shipping, sales and distribution, implementation of KANBAN - I had to take care of all during the first year there. Thank you Conti for this chance!!! It made me what I am now.

My role was that based on my knowledge of foreign languages and structured thinking to open the company for external markets, both for suppliers as well as for customers.

I have worked in the sales department, firstly for the domestic market, afterwards for the external market, gaining experience also in the production planing, warehousing and export clearing processes.