Livio Rispoli

Experience

• 

  Nexans

  Dec 2007 - Mar 2011

  Manufacturing Engineer
• 

  Mondelēz International

  Mar 2011 - Feb 2016

  • Responsible for Mixing Area of the plant, 45 people in the production area reporting to me• Promote Safety and Quality value mindset.• Achieve Delivery, Cost, Sustainability and Moral objectives of Mixing Area through Daily Management System (DMS), Autonomous Maintenance (AM) implementation and applying High Performance Working Organization (HPWS) principles.• Develop people capabilities through continuous feedback process and 121.• Increase GE of 6 lines reducing waste due to no good product through continuous improvement activities and statistical process analysis. Show less • Promote Safety and Quality value mindset.• Support the plant to achieve conversion productivity target and identifying productivity opportunities to close potential gaps including Safety, Quality, Cost, Delivery Sustainability and Moral (SQDCSM).• Develop a continuous improvement master plan annually for the entire facility and provides assistance for the execution through Loss Tree and Honshin Kanri.• Monitoring and reporting project progress to ensure that the project is delivering key milestones and benefits to time and within budget. Responsible for tracking and reporting of Plant KPI.• Promote Zero Losses Mentality and provide training and coaching to employees in continuous improvement tools and techniques and support the implementation of process improvement work. • Focus Improvement Pillar leader ensuring the capability rise of FI member and defining of CI road map. Also part of FI global pillar for the creation of company guideline and benchmark and reapplication process. The FI Pillar contribution is 0,8 MM€ in 3 years. • Collaborate with IL6S Coordinator to drive the Plant into IL6S Journey. On March the Capriata Plant is the first one in the company to achieve Phase 1 with a 30% reduction of the Total Conversion Cost in 3 years.• Support Model Line to win GE "Gold Award" because achieved an average GE of ≥ 85% for a three month period in December 2014.• Responsible to ensure the Vertical Startup of new cracker line. In this moment new L5 is considered the Line of Future (LoF) due to implementation of advance AM and PM standard. Show less • Manufacturing lines management and improvement, complying with safety and quality firm standards, in order to guarantee and possibly overcome budget productivity goals in terms of efficiency, waste and overweight.• Overall responsability for AM/FI methodology development into “Integrated Lean Six Sigma” project on Line 6. The Line 6 has been choosed like AM Line Model and in January drove the Plant to achieve the Phase Zero Audit with great score.• Manage successfully one of the model team with positive trends in terms of minorstops reduction (about 75%) and zerobreakdown. The team achieved Step2 AM and are getting ready for Step3 and Step4.• Responsible for the implementation and improvement of golden model system (DDS, CI Meeting, Performance Review) to increase line performance and grow up organization.• Six Sigma DMAIC Project completed with great results. Show less

  • Production Department Manager

    Jun 2015 - Feb 2016

  • Integrated Lean Six Sigma Manager

    Jan 2014 - May 2015

  • Process Engineer

    Mar 2011 - Jan 2014
• 

  Essity

  Feb 2016 - Jan 2019

  Manufacturing Operations Manager

  • Responsible for Converting department, overseeing about 140 people reporting to me depending on seasonality. 2 Operational leader, 1 Product Development Leader and 1 Continuous improvement leader reported direct to me.• Promote Safety and Quality value mindset.• Contribute to the plant’s CBN development and cascade it to whole organization.• Develop department objectives aligned with the Site and Unit needs and cascade goals down to the team.• Accountable for department’s operational budget including maintenance cost.• Identify CAPEX Needs to support business cost improvement in according with company strategy.• Keep relations with PD and Marketing to ensure customer satisfaction in the right time, quality and cost.• Responsible for the application and development of systems and standard (DDS, DMS, JSAP, HMEX Best practices).• In February, the plant received an investment of about 45MEuro to create napkins centre of excellence. I was directly responsible in all phases of the project in particular: right technology identification, new staff (blu collar, operators and techinicians) hiring, Unions negotiation to optimize the crew lines to ensure the adherence to the project business case. Show less

• 

  Philip Morris International

  Feb 2019 - now

  • Lead a team of 6 Technical Project Leaders and 3 Process Engineers to deliver tangible improvements (KPI's) in either process and product quality and cost for heated tobacco product platforms to ensure product superiority.• In close collaboration with Manufacturing, Quality, Product and Engineering, focus on complex and global root cause investigation and, consequently, on countermeasure implementation in order to improve and stabilize product performance, machinability and efficiency ensuring on-time delivery following best scientific in terms of advanced statistic practices, QMS guidelines and Lean manufacturing (OPEN+) standard work processes. • Drive cross functional monthly alignment (PPI meeting) on various improvement initiatives involving all the main stakeholders to share main projects outcome, hence to consolidate the best scientific knowledge across all the organization• Support the Technology Verification and the Industrialization team during all the steps of a new product launch through early involvement in the product life cycle funnel (fluid pool approach)• Assure adherence to company project management methodology sticking to financial RF cycle and capital budgeting process in order to guarantee the proper Capex and Opex adherence to the monthly target hence ensure the proper cashflow. Total budget about 3mio€.• Lead a global Six Sigma program focused on enhancing people's proficiency in advanced statistical tools and executing projects to eradicate significant losses. Over 4 years, facilitated the certification of over 30 collegues in Yellow, Green, and Black Belt Six Sigma levels. Business-wise, these projects contributed €20 million in savings to the company's OGSM objectives. Show less • Lead an international team of 8 global subject matter experts dedicated to all RRP and conventional tobacco processes located in 4 different countries.• Main purpose is to drive, for whole PMI, process and equipment improvement initiatives that can be tested, validated and deployed across all the affiliates to improve product quality and eliminate unplanned/planned losses. That activity includes a cross functional collaboration with several central function and operations• Responsible for equipment change management process to ensure the same and best standard across all RRP factories.• Contribute to Company Lean Manufacturing (OPEN+) journey working hand-in-hand with operations to define the best AM (Autonomous Maintenance) and PM (Preventive Maintenance) standard for the model line and lead the deployment of those improvements worldwide.• Lead global Tobacco Waste Program achieving 12mio$ productivity in 2022 Show less

  • Sr Manager Technology Verification

    Oct 2024 - now

  • Sr Manager Product Engineering

    Sept 2022 - Nov 2024

  • Manager Center of Excellence

    Feb 2019 - Sept 2022