Directly subordinated to 6 people. 1. Management of the production and technical personnel of the CPL and HPL plastics production facilities amounting to 100 people; 2. Fulfillment of financial and economic indicators of 2 industries, within the framework of the production program; 3. Control over the organization of work of production, warehouse of kraft paper and materials in accordance with the standards of the Company, developed and approved by the budget; 4. Control of production costs and fixed costs of the unit; 5. Technical development and modernization of production in order to increase efficiency, increase labor productivity; 6. Implementation and practical use program to optimize the maintenance of technological equipment and services of the enterprise, to reduce unplanned equipment downtime; 7.Reorganization of the work of technical services and production, in accordance with the methods of Lean manufacturing (5S, DMAIC) 9. Management of technical services of production (including those with hazardous production facilities (gas, water, compressed air) 2 and 4 hazard class, 15 people. The tasks set by the owner of the company are: - organization of the rhythm of the production, technological department, technical services in the amount of 100 people; - change and adjustment of business processes in the department in connection with the expansion of production; - reduction of all types of costs according to the Lean production methodology; - development and implementation of a motivation system based on key performance indicators; - increase in labor productivity by 30%; - reduction of claims from end customers by 50%. In the past 5 months I have done: - organized rhythmic production, technological support and maintenance of 2 production facilities; - the organizational structure of the enterprise has been changed and 4 new business processes have been introduced; - costs for disposal of production waste are reduced by 50%; - reduced by 50% claims from end customers compared to January 2021; - developed and implemented a motivation system for subordinate based on key performance indicators; - to increase labor productivity in the company up to 40% until end of 2023; - the company has created a team to implement Lean tools and a system of continuous improvement(Kaizen)

«Samarskij Stroyfarfor Ltd» 2 000 employments www.farphor.ru Technical Director,Deputy Director of production, Manager of production Directly subordinated to 7 people. 1. Management of the production and technical personnel of the direction for the production of ceramic granite tiles in the amount of 423 people; 2. Fulfillment of financial and economic indicators of 3 production lines, within the framework of the production program; 3. Control over the organization of work of production, warehouse of raw materials and materials in accordance with the standards of the Company, developed and approved by the budget and business plan of the unit for 1 year; 4. Organization and maintenance of standards for an integrated quality management system based on standards: ISO 9001, 14001, OHSAS 18001; 5. Control of production costs and fixed costs of the unit; 6. Technical development and modernization of production in order to increase efficiency, increase labor productivity; 7. Implementation and practical use of the ERP program to optimize the maintenance of technological equipment and services of the enterprise, reduce downtime; 8. Management of technical services of production (including those with hazardous production facilities (gas, water, compressed air) 2 and 4 hazard class, 42 people; 9. Organization of work of the Department of the Chief Technologist and Quality Control Department for quality control from 2008-2018, 73 people; 10. Management of work on the operational management of production, ensuring the rhythmic release of products in accordance with the plan; 11. Development of production and calendar programs for the production of products for conveyor production, their adjustment during the planned period, development and implementation of standards for operational and production planning; 12. Operational control over the course of production, provision of technological equipment, spare parts and components, loading and unloading operations. Results of my work: 1. Implemented 6 large projects from zero for the preparation, supply, installation, start-up and operation of technological equipment: 3 - lines, made in Italy, Spain and China in 2003, 2008, 2012, 2018, with an approved budget of 2 mln. rubles, with a saving of labor costs of 7%; I have established contacts with the main suppliers of engineering and equipment from China, Italy, Spain. 2. Produced 65 million m2 of quality porcelain stoneware tiles for the period 2004 - 2020; 3. For 16 years, together with the team, I earned 13 billion rubles of marginal profit; 4. The main directions of activity implemented in production: 4.1. reduced production costs by 25 +% ;; 4.2. optimized operating and maintenance costs by 15 +%; 4.3. reduced the fixed costs of the division by 15 +% due to the implementation of software products and tools of predictive analytics (Predective analytics Software).

According to CI

High Management School , Company manager

Faculty of chemistry and technology, automation of technological processes and production (by industry)

Skolkovo Moscow management school, Production and logistik management

The same, Effective leadership skills

«Orgresurs group of companies», Operational scheduling and dispatching of modern production

" Center for Advanced Training and labor Protection», Teacher of professional training and additional professional education

Corporate development center, , Financial Management of the company

Corporate development center, , Project Management

Samara state University of architecture and civil engineering, Samara, PGS, construction Safety and quality of engineering systems and networks