Viktor Kolesnikov - Wznawianie Production Director

October 2022 — August 2024 LLC "Print Color" printcolor.ru/ Chemical production • Paint and varnish products Operational director 250 people, 2 plants under control. What I did – I carried out comprehensive management of two factories. In short, this was ensuring the sales plan with products of a given quality + continuous improvement in all areas of the factories' activities: - Reduction of occupational safety and health risks. - Reduction of legal and licensing risks. - Improvement of the quality of the FP, constant reduction of the number of defects and external claims. - Optimization of costs for all budget items (payroll, utilities, repairs and maintenance, services, business items), including through investment projects. - Optimization of planning aimed at increasing efficiency. How did he achieve success: - Creation of a team of professionals capable of achieving any set goals, and its continuous development (he independently pumped up the team's managerial and leadership skills). - Implementation of a project to involve all plant personnel and create a corporate culture of cooperation and trust. - Implementation of the philosophy of lean manufacturing. - Implementation of well-established regular management. Achievements: - Created a strong team of engaged professionals. - Increased FTR (quality indicator) from 81% to 99%. - Increased labor productivity by 18% (from 7700 to 9100 kg/FTE). - Optimized the number of production duty personnel by 19% without attracting investments. - Increased the efficiency of work sites by 11% (OPI from 38% to 49%). - Implemented a regular management system and a KPI system. - Standardized the technological process with the team. - Created a working motivation system. - Launched a project to increase staff involvement, where possible and necessary, introduced elements of self-management. - Implemented a financial budgeting and planning tool with the division of P&L into financial responsibility centers and management by them. - Implemented a unique personnel development system. - Implemented ISO 9001. - Implemented the philosophy of lean manufacturing. - Implemented investment projects: launching a regeneration site, launching 3 additional paint production sites, automating data collection, automating the task of components. - Successfully passed all customer checks (6 checks per year). May 2018 — September 2022 Siberian Alcohol Group www.asg.ru/ Food products Plant Director 450 people, 2 plants under control. What I did – I carried out comprehensive management of two factories. In short, this was ensuring the sales plan with products of a given quality + continuous improvement in all areas of the factories' activities: - Reduction of occupational safety and health risks. - Reduction of legal and licensing risks. - Improvement of the quality of the FP, constant reduction of the number of defects and external claims. - Optimization of costs for all budget items (payroll, utilities, repairs and maintenance, services, business items), including through investment projects. - Optimization of planning aimed at increasing efficiency. How did he achieve success: - Creation of a team of professionals capable of achieving any set goals, and its continuous development (he independently pumped up the team's managerial and leadership skills). - Implementation of a project to involve all plant personnel and create a corporate culture of cooperation and trust. - Implementation of the philosophy of lean manufacturing. - Implementation of well-established regular management. Achievements: - My project on employee engagement received an international award in the field of creating strong teams TEAM AWARDS, nomination "Team of the Year", category "Industry". - Increased labor productivity by 26% (from 11657 to 14731 dal/FTE) in Ruza. - Increased labor productivity by 40% (from 8095 to 11407 dal/FTE) in Omsk. - Increased the efficiency of OPI NONA filling lines by 8% (from 51.6% to 55.8%) in Ruza. - Increased the efficiency of OPI NONA filling lines by 13% (from 49.8% to 56.1%) in Omsk. - Increased FTR (quality indicator) from 99.2% to 99.7% in Ruza. - Increased FTR (quality rate) from 95.4% to 99.5% in Omsk. - Reduced electricity consumption by 13% (from 0.8 kWh/dal to 0.7 kWh/dal) in Ruza. - Reduced electricity consumption by 28% (from 0.92 kWh/dal to 0.66 kWh/dal) in Omsk. - Changed the plant management structure, brought it into line with WCSC. - Implemented a regular management system and developed a KPI system, including more than 100 indicators. - Created a working motivation system. - Implemented a project to increase employee engagement, which, despite the large-scale changes being implemented, led to an increase in the climate indicator by 19%. - Investment projects: launch of the second liquor and vodka workshop and additional equipment of the technology departments of two production sites, reconstruction of the bottling workshop and change in the configuration of bottling lines, acquisition of technological equipment for automation of manual labor (stacking, packaging), external washing station of the workshop, implementation of brand-by-brand accounting of federal brands. - Implemented a financial budgeting and planning tool with division of P&L into financial responsibility centers and management by them. - Implemented a unique personnel development system. - Implemented the practice of SHE columns for safety. - Implemented the philosophy of lean manufacturing. - Implemented a tool for reducing licensing and legal risks. - Successfully passed the technological inspection, the inspection of Rospotrebnadzor, the inspection of the State Labor Inspectorate, the Ministry of Emergency Situations. August 2012 — May 2018 Heineken Food products Head of the bottling shop, head of the automated process control system department 60 people under control. What I did – I carried out comprehensive management of bottling production. In short, this was ensuring the sales plan with products of a given quality + continuous improvement in all areas of the factories' activities: - Reduction of occupational safety and health risks. - Reduction of legal and licensing risks. - Improvement of the quality of the FP, constant reduction of the number of defects and external claims. - Optimization of costs for all budget items (payroll, utilities, repairs and maintenance, services, business items), including through investment projects. - Optimization of planning aimed at increasing efficiency. - Was a pilot unit of the plant for the implementation of lean manufacturing (regularly went to different bronze award TPM plants, studied TPM tools, came and implemented them in my production and led the distribution to other plant units). Heineken was a great school of TPM, regular management, work with personnel involvement. Achievements: - Increased the efficiency of bottling lines by 10...20% (on different lines). - Optimized the number of workshop personnel from 60 to 36 people without attracting investments. - Increased FTR micro (quality indicator) from 85% to 100%. - Reduced extract losses from 2.2% to 1.3%. - Implemented a unique personnel development system. - Implemented regular management. - Implemented the philosophy of lean manufacturing. November 2011 — May 2012 RENAULT PLANT Automobile business Head of the assembly shop maintenance section 9 people under control. What I did - managing the maintenance service of the automobile assembly shop (22 production areas). Full range of maintenance of process equipment (electronics, electrics, mechanics, pneumatics, hydraulics): operational repairs + failure analysis and prevention of repetitions (according to the PDCA cycle), a full cycle of scheduled repairs, including major repairs, proactive work to identify anomalies and eliminate them, implementation of scheduled maintenance by process personnel, work with spare parts. June 2008 — October 2011 LLC «Newsprint plant» Pulp and paper production, Thermal power engineering Power engineer, shift supervisor at the thermal power plant 12 people under control. What I did: - Managed a section of the thermal power plant (2 cogeneration units of 10 MWh, a solid fuel boiler, a compressor section, a 10 kV distribution point). - Ensured uninterrupted supply of utilities to a large enterprise (steam, electricity, water, compressed air). - Performed a full range of equipment maintenance (electronics, electrical, 10 kV high side, mechanics, pneumatics, hydraulics). - Performed operational switching to the 10 kV distribution point.

Higher education, Belarusian-Russian University Automated electric drives and automation of industrial installations, electrical engineer.

Knowledge and practical experience in implementing lean manufacturing and optimizing production losses. Knowledge and practical experience in change management, implementing projects to engage personnel. Technical background, deep understanding of the principles of equipment operation and automation. Experience in preparing for and passing inspections by supervisory authorities. Experience in implementing a regular management system. Experience in implementing strategic and operational planning. Experience in implementing and implementing investment projects and conducting risk assessments. Deep knowledge and experience in building highly effective teams from scratch. Extensive experience in conducting training for personnel (personal efficiency, lean manufacturing, regular management). Description of business processes in BPMN 2.0 notation.

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- Perfectionist, always on the path of personal development. - Expert of the association of experts in personality psychotyping and determining the nature and key activities of a person. - Without external help, went from a worker to a TOP manager of such companies as Heineken, Alcohol Siberian Group, PrintColor. Strong point - the ability to create teams, develop and pump up the personal qualities of their employees, make the guys involved, proactive and successful experts. - 20 years of spiritual practice, 8 years of Ashtanga yoga and meditation, 5 years of Ayurveda. Went from a child who suffered from a blood disease, with an anomaly in the heart, constantly being registered with doctors to a state - the last 10 years without any pills and any health problems. Climbed Elbrus easily. - Conversational English.