Віктор

CV
Bondarenko Victor

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Education & Skills

1991-1996 Chernigov Technological University
Specialty: electrical engineer (C&IS)

Skills: HS&E management, QA management, Leadership, Team management, Project management, Kaizen,TPM & Lean manufacturing, Strategy development and deployment, Site Master planning, Supply chain, Performance management, Production Safety Management, Start ups, AM/PM capability building, P2P
Personal info

Married, have 2 kids, driving license cat B

Working experience

Dec 2017 – till now
Company: Henkel Bautechnik (Kiev)
Career evolution / Main Responsibilities and accomplishments
Plant Manager
• Responsible for the Safety, Quality, Operation & Warehouse, Engineering, HR, Facility Management & Procurement
• Completion of weekly production plan,
• Motivation and development of the team of managers
• Cost analysis with further action plan to reduce fixed part of expenses
• CAPEX management
• Lean manufacturing program execution including 5S, standardized work, autonomous and preventive, maintenance, continuous improvement, visual management , etc.
• Support strong relations with local statutory authorities

Main achievements and learnings:
• Productivity increase via FTEs reduction, filling & packing equipment replacement , automation
• Prepared site MasterPlan covering warehouse and production capacities expansion
Additional R/P warehouse design and construction
• Reduced utilities (gas & electricity) consumption by 15% via CAPEX projects & driving people adherence to standards
• Switched from fixed production staff to fixed + temporary to gain flexibility and people cost efficiency
• Started outsourcing of non production related operation services ( cleaning, transportation, LVI delivery )
• Established regular Safe Work Around tours by plant leadership team to explore unsafe behavior and unsafe condition
• Improved 5S in technical workshops, warehouse , territory.
• Achieved progress on “no tolerance to defects” attitude by involving plant population in finding and eliminating defects throughout the plant

Aug 2015 – Dec 2017
Company: Nestle (Technokom Ltd, Kharkov)
Career evolution / Main Responsibilities and accomplishments
Factory Engineer
• Evaluation and development competencies of department team members
• Org transformation to build transparent and clear org structure to meet current factory needs, clear roles and responsibilities
• Driving SHE systems (LOTO, Near miss) factory-wide and on department level.
• Driving quality improvements (Foreign bodies in the product, date coding, etc. ) via leveraging maintenance system approach and attitude
• Driving improvements in main prerequisites as enablers for launching TPM - total performance management
• Maintenance foundation
• ATEX
• Engineering food safety
• Electricity and automation
• Investment projects
• Establishing Nestle maintenance strategy and applying standard practices to meet the following targets
• Reduce the level of brake-downs and unplanned stops
• maintenance and improvement cost
• compliance with company engineering standards in identified disciplines (incl. food safety standards)

Main achievements and learnings:
• reorganized team engineering and production structure to become more efficient
• Improved Asset intensity KPI by 4% by driving maintenance Planning & Scheduling system implementation
• Brake-downs and unplanned stops reduction thru driving root cause finding attitude.
• Improved engineering functional compliance score
• developed maintenance foundation roadmap and key milestones to pass assessment in the year of 2016
• eliminated critical non-compliances in industrial service area (Boiler House and Fire Protection) identified after state authorities audits.
• developed factory Master Plan to enable further growth and upgrade.

July 2013 – Dec 2014 (Plant shutdown)
Company: Danone (Galakton LLC)
Career evolution / Main Responsibilities and accomplishments

Plant Chief Engineer/Operations manager
• Lead of multifunctional teams of Utility department (gas boiler, ammonia & freon cooling units, electrical energy ), operations maintenance department, facility maintenance, spare parts purchases and storeroom
• Strengthening Safety attitude
• Legal compliance
• Developing and implementing time based maintenance system
• Leveraging organization strength to enable smooth plant phase out and transferring industrial equipment to a new location.

Main achievements and learnings:
• Making cultural change towards accountability, ownership, commitment attitude
• Leveraging potential of all individuals to motivate and gain benefit
• Improve performance under tough factors - maintenance budget, people cost constraints,
• Cultivate Drive to Zero, systemic approach , Root cause analysis
• X-functional support, One team attitude

September 2004 – July 2013.
Company: Procter&Gamble in Ukraine
Career evolution / Main Responsibilities and accomplishments

Plant Technical Support Group Leader
• Lead of multifunctional teams (HS&E, Facility&Utility, Storeroom, Project )
• Capital System Management
• Spare parts storeroom management and inventory reduction – 25% reduction over 2 years
• Ensure HS&E program implementation across plant organization including contractors and visitors Received STASR Award two years consequently for outstanding HSE results (TIR=0 (total incident rate) KEA=8.2 (key elements assessment))
• Focusing on projects to deliver savings opportunities and critical for the plant capacity growth
• Exhausted air recirculation
• Line speed ups.
• Production facilities extension (phase 2)
• On-site RPM and FP Warehouse business justification
• Establishing systems to support capability and productivity growth within Facility&Utility team
• Responsible for Plant Capital budget forecasting and spending accuracy of approx. 10MM$ annually. Spending accuracy achieved @ level of 95% starting from 88%.

Operation Department Manager
• Ensuring HSE is a priority and followed rigorously
• Ensuring “no compromise on quality” principle is in place . Quality incidents reduced from 8 to 5 annually. No SQI
• Deployment of daily direction system to ensure daily work effectiveness
• Support of autonomous capability growth, building stable, predictive and agile supply chain thru self-sufficient teams
• Responsible to deliver key production results meeting FY targets (process reliability, unplanned downtime and stops, change over time, etc )
• Process reliability - PR@91%,
• Customer feel rate - CFR @ 98%,
• Production plan execution - MPSP @ 95%..
• Manufacturing operation expenses - MOE reduced by 10%
• Productivity growth - 70MSU/FTE
• Change over time reduction (size, count and market)- 60% improvement

• Responsible to deliver manufacturing operational expense targets
• Responsible for successful start-up of initiatives in-line with schedule and cost
• Responsible for delivering savings based on yearly loss analysis session (row and pack material utilization, scrap reduction, LVI expenses, initiatives, etc.)
• Successful development of pilot low cost ACP meeting financial targets (ETC of 70$) to achieve a breakthrough in productivity
• Using of people management systems and tools with the focus on people development as part of business growth strategy.
• Networking globally across the platform
• Collaboration with various plant functions (F&A, QA, MDS, MDO, R&D, P&E, etc)

Department Technical Support Group (TSG) Manage
• Full technical support of Pads and Pantyliner Operational Module
• Responsible for development of organization in-line with productivity journey.
• Responsible for maintenance cost reduction, periodic and preventive maintenance. M&R reduced by 40%
• Responsible for brake-down and process failures reduction program BD/SU reduced by 30%
• Department capital cost management system owner
• Deployment of progressive maintenance daily management systems and standardize processes.
• Responsible for managing and reduction of spare parts storeroom inventory
• Networking with different functions to support effectively current business needs

Department E&I Team Manager
• E&I support of two production platforms
• E&I Team technical capability and personal development
• Development of basic E&I skills within line crew as part of productivity growth program
• Benchmarking with other plants / reapplication and learning from the globe
• Successfully executed line process control data acquisition project

Electrical Engineer
• Key role in new business launch in Ukraine
• Participated in commissioning and start up of new production lines
• Successfully completed speed up projects to increase production capacity and thus reduce operational expenses

Main achievements and learnings:
• Driving lean manufacturing program as a key enabler for plant growth. Using in practice set of tools to eliminate losses.
• Leading different functions, growing people from within.
• Coaching as a main tool to unleash the power of people
• Significant improvement in main KPIs (cost, productivity, performance)
• Site Master Plan development based on the business plan to set the vision for all plant population.
• X-functional team work
• Developing the strategic ways to achieve Vision and CBN.
• Innovative approaches , out of box thinking
June 1999 - July 2004.
Plant: Banknote Paper Mill
Position: C&IS Engineer.
Main Responsibilities:
• Technological equipment maintaining (SIEMENS PLC stations, YOKOGAWA control system, LASOR quality control system, PASABAN paper cutting machine);
• Performing hardware and software updates according to the technological needs.
• Maintaining IT equipment and LAN

Main accomplishments:
• Creating PLC programs flow charts;
• Improving technological processes in different production areas;
• Achieving high accuracy positioning in guillotine machine by developing, debugging and putting into operation new software and installing new controlling equipment.
June 1996- June 1999.
Company: Ukrtelecom.
Positions: ATS engineer.
Responsibilities:
• Electrical installation and maintenance of ATS data transfer equipment;
• Daily management activities focused on sustaining stable working condition.