Federico Donega

Lead start-up projects of new production lines in foreign Group plants, according to Corporate strategic guidelines. Start up of a new production line for windmill applications at BDS, Bonfiglioli Drives Shanghai.

Directed the start-up of a special business unit for the back-office service to the Headquarters and for the support of SAP users of the Corporate branches world-wide.
Co-designed the business plan with the Corporate IT Department, successfully implemented its initial start-up stage in 6 months. Further developed the road-map for the subsequent phase.
Recruited initial team of 7 SAP functional consultants and system engineers and planned the future requirement of human resources. The team provided a more sophisticated, prompt and systematic support to SAP users world-wide. Faster and more organized trouble shooting of SAP-related queries allows users to work on the ERP system more efficiently and to focus more on their core business.
Designed and initiated the handover program of the activities to the subsequent BPS Manager, which resulted in a seamless transition and was completed in August 2008 with no work delay.
Planned the immediate IT infrastructure requirements for start-up; planned the future additional needs to support the world-wide IT monitoring and the SAP support, in remote from the BPS. The whole system provides more accurate and extended monitoring and control of IT systems.
Coordinated the support of local IT consultants to the core BPS team and to the Headquarters IT Department.

Liaise with Headquarters and manage projects of production lines transfer to the local plant. Supervise the Industrial Operations (Production, Logistics, Purchasing, and Quality) of the regular production. Provide the guidelines for the pursuit of continuous productivity improvements and driving/directing their implementations.
Coordinated the design and the implementation of a factory expansion in 2006, from 7500 m2 to 16000 m2 built-up industrial surface.
Planned and implemented investments in equipment and machines that contributed to the firm’s growth from a turnover of US$ 4 million in 2001 to US$ 55 million in 2008.
Successfully directed a special project for the sourcing of parts from India to Corporate production plants, which has grown from 0 to US$ 7.5 million of value/year.
Planned and implemented the growth of the Indian plant’s organizational structure from 80 to 350 employees.
Successfully coordinated the final, decisive part of the SAP R/3 roll-out in November 2006, only 2 months after being given the assignment. The introduction of this new ERP system now allows for a more systematic and sophisticated management of the company and guarantees a higher degree of integration with Headquarters, other global branches, suppliers, customers.

Coordinated the design for manufacturing activities for the production phase-in of new products. Supported with process engineering activities the decision making for the allocation of production lines in the different world-wide plants of the group.
Successfully implemented the first phase of Caterpillar “CCAA project”, with several design for manufacturing agreements with the customer on product features, allowing for cost savings, better product quality and more efficient production processes.
Co-ordinated design for manufacturing activities for several other customers (Case New Holland, Pettibone, AGCO, etc), which lead to the definition of more advanced product specifications and leaner production.

Directed a group of five experienced technical people in the Design for Manufacturing activities for production phase-in of new products in the Padua plant. Coordinated the ideation and the implementation of new engineering solutions, for fixtures, equipments and production systems.
Supported the Production Department (both machining and assembly) with solutions that allowed them to achieve a record level of more than 100.000 axles in year 2000.
Completed the production phase-in of more than 10 new products in the assembly line.

Start-up of a production unit for the assembly of axles for forklifts. Co-ordinated the processes of location selection, renovation of the building, recruitment of officers and operators, investments in machines & fixtures, initial process planning, set-up of supply chain. Supported Marketing Department in the relationships with the customers. Production started within 5 months, as committed to the customers.

Directed a team of 6 people in Quality Assurance Department that provided the entire Machining Shop with round the clock Quality Control service. Co-ordinated the activities during customers’ audits (Case New Holland, Caterpillar, John Deere among the major ones) and during the Quality Certification Surveillance Audits (QS9000). Provided and continuously updated the Quality Procedures for the Machining Shop and trained the machine operators about them.