Csaba Csikós

Experience

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  Procter & Gamble

  Jan 1992 - Jan 1993

  Team manager

  15 direct reports, yearly production throughput 40 mUSD-Responsible for the operation of a Pampers production team and repacking operation-In a team effort, improved Pampers production line efficiency from below 30% to 70+%-Designed scrap reduction program and coordinated its implementation bringing scrap from 10+% to under 3%, while reducing quality defects by 80%-Developed a daily production report for plant-wide use

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  Ganz-Ansaldo

  Jan 1993 - Jan 1994

  Power transformer design engineer

  -Carried out the technical and economical calculations on quotations for large power transformers from industrial and utility customers-Verified application range of structural designs using finite element method-Participated in compiling a design guide for transformer design engineers

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  Ganz-Ansaldo

  Jan 1995 - Jan 1998

  12 direct reports, supporting yearly output worth 100 mUSD-Accountable for the continuous operation of plant logistics according to audited ISO 9000 standards including material reception, quality inspection, warehousing, disposition to workshops, packaging and shipping with customs clearance-Accountable for scheduling and reporting progress of all workshops of the plant including transformer factory and switchgear factory-Implemented material management processes in the new production plant, guaranteeing timely processing of material movements in the plant respecting ISO standards-Implemented workshop scheduling for the Transformer and the Switchgear Factories, providing a tool for shop floor managers and a high level overview for senior management-Implementing these tools yielded 30%+ performance improvement in the winding workshop overnight and notable improvement in reliability in a couple of weeks in all other workshops Show less

  • Plant logistics manager

    Jan 1996 - Jan 1998

  • Assistant to the manager of the Transformer Factory

    Jan 1995 - Jan 1996
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  IBM Storage Products

  Jan 1998 - Jan 1999

  Growth manager

  -Responsible for several small projects meant to enable the 150+ logistics organization to manage rapidly growing volumes cost effectively and according to ISO standards-Suggested to change the organizational model of the logistics department and worked out its high-level design which was implemented a year later-Enhanced logistic/SAP processes and maintained their documentation-Developed cost and capital controlling system in Logistics and compiled annual Logistics budget to enable department managers control their organization financially-Prepared the Logistic department for a number of successful corporate/customer audits-Developed and maintained database and dashboard of key performance indicators of the logistics department for senior management Show less

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  PEC

  Jan 1999 - Jan 2005

  SAP consultant and project manager

  3 direct reports, in charge of operation, maintenance and development of entire SAP landscape-For 5+ years, led all SAP implementation projects of the group starting from the initial transition from the legacy system to the new SAP solution -Project list includes a series of finance and logistics projects, EUR conversion, release upgrade, change of fiscal year, workshop MES integration, global consolidation-Activities include full project life cycle: collecting and documenting requirements, solution design and prototyping, unit testing, solution build, developing system and user documentation, organizing and conducting user training, running user acceptance tests, building and controlling technical and business cut-over plans, plan/design/execute data migration with cleansing and enhancing data-All go-lives with zero critical errors and very few incidents (silent start-up)-Accountable for maintaining and improving the SAP system and operational processes along with documentation, initial and recurring training-Responsible for maintaining the SAP system landscape (production, test and development systems and the transport management system), basis (including system performance) and attached systems including Windows server and MS SQL Server and database administration, SAP user administration-Designed and implemented the document repository for system and user documentation and trained SAP team members to administer and use it-Applying all relevant kernel patches, OSS notes and service packages as recommended by SAP-Built, tested and maintained DRP (disaster recovery plan) Show less

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  British American Tobacco

  Jan 2005 - Jan 2010

  Global Application Support Leadership Team member, 3 direct reports, 1mGBP budget-Accountable for application support on 5 SAP R/3 solutions, 7000+ users, 500+ monthly L2 tickets, managing towards KPI targets (SLA/OLA, MTTR, average age )-Proactively engages customers, projects, solution centers and built a trustful partnership with the 3rd party supplier-Coordinated the compilation of the GSMP Manual (Global Service Management Processes) for the region and its roll-out to the supplier-Directed the development and implementation of a robust and flexible reporting tool and significant upgrade of reporting to stakeholders -Effected a significant upgrade to the PINS methodology-Ensures new projects are properly taken into support following the PINS methodology on the 5 regional SAP solutions (project size ranges from several hundred to 1000+ users)-Ensures business release regression tests are examined by the supplier and their transition is smooth-Set up tracking of improvement initiatives as part of continuous improvement-SME in setting up, and testing business continuity and disaster recovery plans, -SME in a project for global outsourcing of application support (among others, responsible for the reporting and governance schedules of the contract)-SME in a project for selecting and implementing a new service desk tool and reshaping the service desk-Mentors two junior colleagues and coaches two direct reports, all of them are promoted Show less Coordinated services of 2 to 4 outsourced teams of 10 to 40 each via service managers-Responsible for coordination of remote (South Africa, India) application support teams of 1 to 3 service partners and service desk-Set up the most basic service management processes (incident, change, escalation) with success to stop firefighting: open ticket backlog shrank by half-Regular reporting to stakeholders-Developed BAT’s proprietary service transition methodology (PINS) to ensure projects are taken into support in a controlled manner. All SAP projects in the region and many outside the region follow this methodology with success-Applying PINS, coordinated the transition of all major and a series of smaller projects into support on the European regional solution-SME in setting up the application support function’s financial planning, service ordering and invoicing-Ran numerous interviews and participated in assessment centers as assessor in the recruitment of some 15 project consultants and project managers for the Enterprise Application Structure program Show less

  • Senior Support Manager - ERP Europe & South Africa

    Jan 2008 - Jan 2010

  • Application Support Coordinator - ERP Europe & South Africa

    Jan 2005 - Jan 2008
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  British American Tobacco

  Jan 2011 - Jun 2016

  Coordinating services of 4 outsourced teams of 15 to 80 each via service managers across functional and corporate boundaries-Participated in fine tuning Hypercare governance model and applicable processes based on lessons learned during pilot roll-out-Redesigned and implemented the control framework in use across the whole of each DG’s Hypercare allowing senior management have a complete, yet detailed view-Advised program management on the KPIs to use as IT service acceptance criteria and their levels supporting it with analyses based on empirical data and expertise-Redesigned and implemented Hypercare reporting turning it from fit for purpose to fit for daily use by some 200 people from junior managers to Group Program Manager-Supervised planning and delivery (on-time, in-scope, in-budget) of knowledge transfer from project teams to service teams-Ensures all service partners line up to deliver smooth transition and provides them with tactical and operational support as needed-Managed the Hypercare for the migration of two out of four Regional APO instances to the global template-Manages Hypercare for all Deployment Groups of the Global SAP Template Rollout ensuring that transition to services makes negligible impact on on-going IT operations Show less BAT insider, 3 direct reports-Accountable for application support of global BI asset with 600+ users and senior info consumers-Coaches direct reports, one of whom was taken over with performance problems and two years later is considered for promotion as a successor-Coordinated the implementation of service management processes needed to run application support (incident management, problem management, escalation, service advisory, ticket logging) within the newly established BI Solution Center-Played an SME role in implementing the ticketing system for the BI Solution Center-Proactively engages various stakeholders along established service management processes-Implemented, enhanced and solidified the BI application side of the GSOP process, runtime reduced by 80% (it is one of the most critical and very high profile corporate process used by group marketing and operations)-Implemented the regular monitoring of process chains based on the recommendations of a senior consultant and enhanced it in agreement with key stakeholders and based on experiences-Extended the monitoring into other high profile areas like SNP and Ops flows with additional functions-Identified key areas for performance tuning that after successful implementation of the recommendations cut runtimes of some time consuming processes by 50-70% and reduced data volume by similar ratio-Regular contributor to a number of forums, like CAB (change advisory board), PAIR (Problem and incident review)-Participates in monthly service reviews with customers and with the support partner-Runs weekly status/progress calls with support partner-Contributes to functional weekly reviews with data managers and demand managers-Weekly reviews with service transition manger and business release managers to ensure that quarterly business releases land in BAU seamlessly Show less

  • Change and Business Release Manager – Global SAP template

    Jan 2013 - Jun 2016

  • Senior Support Manager – Global BI

    Jan 2011 - Jan 2013
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  Hydro Extrusion Hungary

  Jan 2017 - now

  Manager ERP Operations Services

  Manage AX & SAP Hana Service Desk-With my service desk team, redefine, document, stabilize IT service management and change management processes for Global ERP Operations-Established regular service reporting to stakeholdersManage AX security-Established AX security reporting, set up regular reviews with Compliance team-With AX security experts' help my AX security team greatly reduced complexity of role structure and eliminated lingering securitiy conflicts