Avsin Aslan

Currently I am in charge of the industrial integration of the company Eker (Turkish dairy company, JV 50-50 with Andros) to the Group Andros. Areas of responsibility:
- Factory reorganisation
- Management of the current investments.
- Organisation of the project for a greenfield investment.
- Finding synergies between Eker and the subsidaries of Andros (purchasing, production methodes, investments)
- Cost controling

Directly reporting to the industrial director of the Andros Groupe, I was reponsable of the projects concerning industrial performance and organisation in the factories of dairy and fruit based products . Areas of intervention: change management in factories, job desriptions, production and procurement planning, definition of performance scorecharts, training of factory managers, implementation of best practises in production and maintenance methods. The projects most important:

• Novandie- factory of Vieil Moutier (500 people)
- Implementation of a new production and maintenance organisation
- Supply chain: developpement of the ERP system, productivity in warehousing and internal logistics.
- Methods: TPM applications, management styles, methods for performant start-up of new production lines.
• Andros France – factory of Biars (700 people)
- Definition and implementation of a new factory organisation (all departments included).
- Supply chain: developpement of the ERP system, reorganisation of the purchasing department.
- Methods: TPM applications, definition of workers training plan, management styles.
- Cost controling: definition of performance and cost indicators.
• Materne Belgium – factory of Namur (250 people)
- Definition and implementation of a new factory organisation.
- Definition of a new workers classification system, negociation with unions and implementation.
- Supervision of the projects on production and maintenance methods.
• Audits: various audits on different factories of the group in order to find synergies between them.

The core competency of the firm is to offer expertise in the areas of operations management and factory organisation to the companies that already have a certain level of industrial performences such as Peugoet, Danone and Coca-Cola. The methodology that employed is based on the lean production philosophy and practises. In addition, the company carries out industrial audits for investment banks. The projects which I have been involved:

Danone Spain – Canary Islands : Analyse of strategic industrial alternatives of the firm: production vs importation. Definition and implementation of a factory optimisation plan.
Chronopost France: definition and implementation of an automated sorting line.
Mahou (Spain): change management, training of factory management.
Danone Spain : coaching the project of a greenfield investment: my role consisted of the preparation for a performant factory start.
Danone Portugal : factory reorganisation and optimisation, 15% reduction of controlable cost and 8% of machine output increase achieved in addition to quality improvements and a better social environnement.
Manoir Industries : industrial audit of 10 factories of forgery and foundry.
Moët&Chandon : definition of the needs for output increase of one botteling line.
Pommery : 5% of output increase with 40% reduction of format change time achieved.

Coordinating the company's construction works in Potsdam, Leipzig and Weismain in terms of budget controling and scheduling was my main duty.