Efficiency visionary approach

PDCA or the Deming Circle is a tool we use for continuous process improvement. There are four basic steps to achieving a goal: Plan, Do, Check and Act.

In the first phase, we perform an analysis of the current situation and determine the goal we want to achieve. When we have a clearly defined goal, we start with the second phase - Execute, we carry out the activities that we determined during planning. In the third phase, we check the results. If we are satisfied with the achieved optimization and we have reached the goal, we finish the process. In case the optimization did not bring the desired result, the PDCA cycle is repeated until the desired goal is reached. This tool is considered one of the most effective methods for optimizing and solving problems in processes and represents a continuous improvement approach.

Due to the growing demands of customers and the need for more and more specific products, we focus more and more on the cleanliness of processes and the control of impurities that occur during individual operations. We thoroughly analyze the impact of these impurities on the final product and machine performance and focus on strategies to prevent their occurrence (e.g. vacuum removal, replacement of certain parts, machine adjustments, process changes and cleaning intervals). With technological cleanliness, we strive to stabilize processes and eliminate the causes of waste generated during the execution of the process. This orientation represents an innovative field that is becoming more and more popular, especially in the automotive industry.

The 5S method is an approach to the organization of the workplace, based on the principles of neatness, organization and maintenance of the workplace. Its essence is how to optimally arrange, organize and maintain the work space in order to achieve a fluid, efficient work process with minimal final costs. Although it seems simple at first glance, the introduction of the 5S method is a big challenge, as it requires a change in organizational culture and values.

The 5S method is not just a project that starts and ends in a certain period; it is a permanent activity that requires commitment and continuous effort. Changing organizational culture means eliminating old habits and implementing new approaches, which requires not only will, but also discipline. The key is to understand that it is a process of continuous improvement, where we constantly adapt and optimize work processes.

Therefore, the establishment of the 5S method is not only a phase we are going through, but it becomes part of the daily work rhythm. This permanent engagement leads to better organization of the work environment, improved productivity and reduction of unnecessary costs. In short, the 5S method is more than just a tool for organizing jobs; is the philosophy of the organization's sustainable and efficient operation.

The goal of Total Productive Maintenance (TPM) or preventive maintenance of machines is to improve the operation and efficiency of machines and devices. TPM consists of shift monitoring, cleaning and performing preventive maintenance work on devices. TPM methodology and practice emphasize that only a well-maintained machine can operate reliably and provide the desired yield and product quality.

TPM is about more than just preventive maintenance. It is a systematic alternate cleaning, observation and search for possible defects or worn parts of the machine. These parts are then replaced preventively, in accordance with the principle that it is better to prevent a problem than to fix it later. It is also important to include such maintenance procedures in the routine operations of replacing individual machine elements.

With constant monitoring and cleaning, the process of photographic memory also comes to the fore, which enables the systematic recording of the condition of the machines at certain time intervals. This allows us to identify any anomalies, damages or impurities that occur during the work process. With this regular control, we can take timely action, ensure the optimal operation of the equipment and prevent any possible stoppages or errors in production.

Every company strives to reduce costs and optimize processes. One of the key innovative instruments that allows us to achieve this goal is SMED, which stands for Single Minute Exchange of Die - rapid exchange of tools. This remarkable methodology teaches us that any tool, machine or device can be changed in less than a minute, which represents an important step towards greater efficiency and flexibility in production.

SMED implementation requires not only an understanding of existing exchange processes, but also machine upgrades and accurate recording and analysis of the exchange processes themselves. This enables identification of potential improvements and optimization of time-consuming steps. Internal and external actions are then carried out, which enable faster and more efficient tool changes.

It is important to emphasize that the changeover time in the SMED methodology is measured from the last good piece to the first good piece in the new series. This ensures that the loss of production time is reduced to a minimum, which has a direct impact on increasing the overall efficiency of the production process. By using SMED, companies aim to achieve optimal agility, faster adaptability to changes and greater competitiveness on the market.

Coined at the Toyota factory in Japan in 1960, the term Poka-yoke means “preventing mistakes” or “preventing accidental mistakes”. It is a continuous improvement technique aimed at preventing errors in any production or logistics process.

Poka-yoke includes strategies that meet and optimize processes in a warehouse or production facility, such as Kaizen 5S method.

It can also refer to products specifically designed to anticipate human error, such as USB cables used to transfer data and charge devices. The latter can only be inserted in one way, otherwise they do not serve their purpose.

Hella Saturnus Slovenia – HSS (2004 – 2007)

Position: Operational technologist

• He led small teams of up to 30 people
• Monitored and achieved production plans
• Resolved minor conflicts
• He supervised the implementation of the plans
• Managed HR tasks for specific operations
• Ensured uninterrupted operation of the assembly line
• Fixed minor technical malfunctions
• Arranged material ordering
• Quality Assurance
• Conducted internal training on management and quality assurance

Hella Saturnus Slovenia – HSS (2007 – 2012)

Position: Head of department

• Participated in project planning and management
• Led larger teams of up to 150 people
• Resolved conflicts and assigned tasks to employees
• Prepared plans and implemented various methodologies (SMED, TPM, 5S, PDCA)
• Optimized production processes and reduced waste
• Performed daily and monthly analyzes of productivity and waste
• He managed action plans, team building meetings and brainstorming
• Automation implemented, workforce reduced from 60 to 24 employees
• Completed external training (Bridge to Knowledge)
• Conducted recruitment and interviews
• Prepared for internal and external audits

Hella Saturnus Slovenia – HSS (2012 – 2014)

Job Title: OpEx - Operational Excellence

• Presented operational excellence methodology
• Balanced product lines and addressed issues
• Used MTM analysis and removed bottlenecks
• Improved workstation ergonomics
• Expanded SMED and TPM methodologies to other departments
• Used PDCA methodology to solve problems
• Conducted external educational programs
• Managed travel to share information between subsidiaries
• Defined and monitored key performance indicators (KPIs)
• Participation in customer visits and ISO/TUV assessments

Salinen Austria (2014 – 2016)

Position: Production Manager

• Managed the relocation and setup of production
• Quality assurance and cooperation with external partners
• Controlled costs and organized on a micro and macro level
• Implemented KPI tracking and balanced production lines
• Applied MTM analysis and improved ergonomics
• Extended methodologies (SMED, TPM, 5S) to other departments
• Conducted external educational programs
• Prepared for internal and external audits

Lithium spinning mill (2016 – 2021)

Position: Head of technology / pre-spinning plant

• Uninterrupted technological operation guaranteed
• Maintained the quality and production of the machine
• Worked with the development team
• Led the testing of new development products
• Different methodologies used (SMED, TPM, 5S, PDCA)
• Conducted external educational programs
• Managed projects, participated in setting up and moving machines
• Preparation of manuals and training of employees

Independent business (2021 – 2023)

Position: Owner - Repair shop and vehicle sales

• Established a repair shop
• Managed customer orders and planned work
• Diagnosed errors and handled administrative tasks
• Readiness for ISO ratings

Hella Saturnus Slovenia – FORVIA (2023 – 2024)

Position: Specialist in technical cleanliness

• Ensuring uninterrupted technological operation and quality of machines
• Collaboration with the development team
• Methodology implementation (SMED, TPM, 5S, PDCA) in all departments
• Management of action plans, external educational programs and meetings
• Preparation for internal and external audits
• Ensuring technical cleanliness in processes and surroundings
• Carrying out control based on control plans
• Eliminating damage and performing microscopic analysis of defects