Igor Povod

Experience

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  Mars

  Sept 1994 - Jun 2002

  Technical buyer

  Commercial support for the different projects:1. Investment projects - Organisation models, Scope of works into Gantt diagramm, Supplier's audit, Risks assessement, Requests for Quotation, Tender selection, Purchasing cycle, Follow up, Authority interaction.2. Supply chain project - substitution of import raw materials for domestic. Obtaining of vendor assurance through co-operation with local Suppliers, planning of technology development, leasing contracts under term the modern equipment in exchange to high quality by-products, HACCP installation on the place. Work in cross-functinal team with R&D, Engineers, Logistics and Operations. Show less

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  SUN Interbrew

  Jun 2002 - Dec 2004

  Technical development manager

  Renovation of brownfield. Development of design for small-batch production by LEAN concept, modification of brewery capacity from 1mln. to 3mln.hectoliters per year. Utilities integration (boiler house, fuel station, waste water treatment plant, NH3 cooling system, access railway). Obtaining of all permissive documents for site development, including an enhanced limit for Gas and Electrical power, object commissioning.

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  Valio Center Odintsovo

  Sept 2008 - Feb 2011

  Managing director

  I am in charge of the day-to-day management of the Company in accordace with the instructions and orders given by the Chairman of the Board and/ or the Executive Management Board.

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  MEGAPACK LLC

  Jun 2011 - May 2012

  Technical director

  Re-engineering of business processes in the technical department in touch of Director's board. Managing of investment projects under 'tern key' term: from business case to the order of pack materials. Installation of performance management system for energy recourses consumption. Providing of all requierments for co-manufacturing so products as: Pepsi, Adrinaline Rush, Hooch, GreenMe, Fanta, Cofola and etc.

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  Baltika Breweries

  May 2012 - Dec 2013

  Deputy Director -Chief Engineer

  Management of chief engineer department including the technical service team (40 employees), energy service team (42 employees), team of integrated control (3 employees), 3 spare parts engineers, 2 civil engineers and metrologist. Insuring of the smooth uninterrupted operation of the plant in line with production plan, providing of high quality of products in accordance to specification at the minimum cost of the business. Control of KPIs, managing of OPEX and CAPEX, budgeting, labor relation and motivation, planning of skills training and leader’s development. Project’s management: TPM (PM leader), Lean energy, SLA, HR future, Best Practice, Capacity increase.To provide that business is running in compliance with industry safety, labor safety, sanitary safety, ecology safety, fire safety as well as other requirements of the laws of the Russian Federation. Business includes the following departments: melt plant, brew house, bottling shop, Goods in & out, shops of granular dry sparging, pack manufacturing, power generated unit, deep wells and waste water treatment. Accomplishments- Built the new org.structure, decreased the staff from 111 to 93 employees due to redistribution of functions by the service level agreement and remote control of hazardous objects.- Improved energy consumption due to technical and organization actions, including the factor’s analysis, usage of recycling energy resources, expansion of automatic system of technical accounting.- Improved MTTR & MTBF up to rate №1 in Carlsberg group, decreased maintenance expenses on 15%.- Introduced 3 levels KPI system which is compiled to Company goals - Completed the investment projects: multipacks for can and bottle lines, renovation of blending shop, the new waste water treatment plant, building management system, the new grain storage, realized around 460 ideas for improvements. Created the team of winners, self-focused on the best result, opened for sharing of knowledge. Show less

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  STiS group of companies

  May 2014 - Aug 2014

  Production Director

  Change management into production system of 13 factories which are produced the glass units for windows and architect forms. Annual yield (B2B) is 6,5 mln.m2, workforce rises to 1100 with outsourced personnel at pick times. General priorities are to install LEAN+TPM and re-engineering of business processes and communications. Achievements: Deployed strategy to up skill people, value adding management and systematic elimination of waste. 20 mln.RUR saving for 3 months. Reviewed of management control reporting system, KPIs focused onto customers and expert level performance. Achieved 3d level in 5S, enhanced quality index for product and service up to 99,6%. Show less

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  Fresenius Group

  May 2015 - now

  Director of Production

  Project management, start-up of operation of medical goods.Operating managment of the plant