Iulian Petre

Results driven senior executive with a wealth of experience building and leading world class manufacturing organizations for a high technology aero-engine production company. Proven capabilities in operations management, business development, program/project management, organizational change, assembly/overhaul engineering, and budget administration. Held positions of increasing leadership responsibility including General Manager and Board of Directors member for an international $20M joint venture.

Increased sales revenue, market share, and shareholder equity by successfully integrating Lean, Six Sigma and Kaizen methodologies into the total business strategy. Delivered continuous improvements in business performance, cost reduction, quality and product delivery. Adept in molding talented teams and optimizing staff productivity to assure achievement of strategic goals.

Strong planning, organizational, communications, and problem solving skills. Proficient in ERP Oracle applications, MS Office, MS Project and Minitab. Fluent in English, French, medium in German and Romanian.

Open to relocation.

Senior Consultant - Freelancer

(2021)

Public acquisition and Trainer EU funded Project - HCOP (POCU)

Independent European Commission Evaluator - European Commission

(2003)

Evaluated EC projects in diverse international teams

Senior Consultant - Freelancer

(2009)

Lean Six Sigma consultancy services: contracted by Siemens, Celerant, Capgemini, Pacific/SSA&Co

Business consultant - SOPOLEC

(2007-10 - 2008-01)

Sustainable, energy efficient building got extensive knowledge of regulations, initiatives and solutions; set a green solutions company

Technical Engineering Quality Leader - GE Oil&Gas - Italy

(2008-09 - 2008-12)

Engineering Quality Assurance development and implementation

GENERAL MANAGER - UNISON ENGINE COMPONENTS - Bucharest, Romania

(2004 - 2007-08)

A Lean WCM $25 million (ex. joint venture formed between General Electric Aeroengines USA and Turbomecanica Romania in aero-engines component Manufacturing). Set strategy and provide operational direction to optimize delivery of high tech combustor products for aero-engines to the company's largest customer–GE Aeroengines USA. Hold full P&L responsibility for product development, Lean and continuous improvement implementation, daily production quality/output, and EHS compliance.

Administer a budget in excess of $15 million per annum. Directly supervise up to 100 employees while providing direction to production and financial management staff. Establish department objectives, authorize spending, and drive continuous improvement initiatives to meet strategic goals.

Measure and evaluate production performance against competitor to build future strategies.

• Lean Manufacturing. Lead the Organizational Development Program to enhance lean and continuous improvement enhancement. Doubled lean level in 2 years, from 1.5 to 3 and increased productivity by 60%. Managed the "Multi-skilling Training Program" to achieve production flow and tack time; enhanced TPM and increased machine up-time to 96%.
• Program Management. Led a Cross Functional Production Increase Program to grow the production outcomes by 50% in one year. Reduced the incoming material transit time from 30 days to 10 days in 6 months with immediate reduction on the inventory level by 30%.
• Sales Growth. Increased sales by 17% in 2006 with a projected increase of 25% in 2007.
• Performance Improvement. Implemented processes that reduced cycle days < 30 days and lowered inventory by 80%.
• Cost Reduction. Introduced cost management system, which reduced overall operating costs by 15%.
• Quality Management. Implemented third party ISO/AS9001-2000 Certified Quality Management System and ERP Oracle Business Application. Currently establishing Kanban and TQM processes.
• Performance Auditing. Developed and executed HR positive discipline policy: performance audit findings reduced < 5%.
• Administration Services Agreement. Set the Administrative Services Agreement which supported the Lean Program and the Quality System Certification.

NON-EXECUTIVE DIRECTOR / BOD MEMBER - UNISON ENGINE COMPONENTS - Bucharest, Romania

(2002 - 2004)

Provided daily oversight and coaching to senior executives to facilitate start-up of the manufacturing authority. Contributed to the development of the company's strategic goals. Furnished guidance on resources, appointments, and standards of conduct. Scrutinized the performance of 8 middle managers to assure achievement of shareholders mandate in terms of quality, delivery, cost reduction, and business integration.

• Lean Manufacturing. Championed the Lean Methodology implementation: the manufacturing cell design, spaghetti charts, standard works, standard work combination sheets, multi-skilling needs, 5S implementation; TPM plan and activities; multiple AWOs.
• Program Management. Conducted Production Start-up Program which delivered 50% of the designed production volume in 2 years
• Pre-Production Preparation. Production of Aero-Engine Components into a Green Field Developed Facility reached 50% of the designed capacity in the second year, while meeting prescribed budget.
• Low Capital Expenditure. Quality Costs (scrap rate) was maintained under 5% in the second year despite several new process introductions.
• New Product Launch. Led New Product initiation, reduced product costs by 60%, and increased sales by a total $3M in 2006/07.
• New Process Introduction. Managed the implementation of new heat treatment processes in 2 months. Reduced process costs 100% and product lead time 20% by eliminating outsourcing.

BUSINESS DEVELOPMENT MANAGER - TURBOMECANICA S.A. - Bucharest, Romania

(1997 - 2002)

Managed integrated product development platform, including program planning, scheduling, resources and production activities to meet customer (General Electric) strategic product delivery goals. Worked closely with executive directors in diverse business areas including Development, Economics, Operations, HR, and Finance. Indirectly supervised 12 middle managers. A $40 mil business in aero-engines manufacturing.

• Six Sigma Implementation. (got my GE Green Belt Certificate in 1998). Facilitated LSS training in an engineering area. Completed the company first Six Sigma project related to the shipment of products to the Customer: transit time (RO to USA) was reduced to 10 days. Mentored multiple projects
• Program Management. Designed and contributed to the successful implementation of a Strategic Business Development Program which determined GEAE to set up a Joint venture 3 years after the program start.
• Business Growth. Played a key role in business volume growth from zero to $12 million in 4 years. (The business in the aircraft industry grew from zero to $1 million in the first year).
• Service Level Increases. Controlled product shipment activities, which increased service levels to over 98% in 4 years.
• Business Integration. Achieved a 92% business integration level in 5 years. This success contributed to GE's decision to form a JV for a Strategic Manufacturing Business Unit with a designed sales volume of $20M.
• Communication Infrastructure Development. Took the lead in implementing an Internet/Intranet communications infrastructure.
• Training Development. Facilitated the first Cell Manufacturing Training Course.

ASSEMBLY AND OVERHAUL ENGINEERING MANAGER - TURBOMECANICA S.A. - Bucharest, Romania

(1990 - 1997)

Led a team of 20 engineers in the definition, implementation, and substantiation of MRO activities for aerospace engines (Rolls-Royce and Turbomeca) and helicopter gearboxes (Eurocopter). Prepared job sheets, managed imbedded costs, and monitored shop consumption. Established Quality Plans and administered configuration control processes.

• Program Management. Designed and implemented an Engine Overhaul Substantiation Program in 10 months
• Established and implemented overhaul activities in less than 1 year, which sustained the company through a period of economic transition and defense budget cuts.
• Implemented a Cost Management system with predefined and on-the-job reports of consumed materials (Planned vs. Actual). Costs were reduced by 40% in 6 months.
• Initiated a new overhaul business (aero derivative engine) that was similar to existing business line, which made the integration and substantiation much faster with a cash in of $200K in 4 months.
• Prepared the business case to integrate a new engine for the Romanian MoD acquisition.

ASSEMBLY SHOP MANAGER - TURBOMECANICA - Bucharest, Romania

(1983 - 1990)

3500 employees. 180 workers. Set up a Commercial Engine (Rolls-Royce - Spey 512) Assembly Line, Implemented The Assembly&Test Substantiation Program and got the CAA authorization in 2 years. Extensive aero-engine assembly, test overhaul and manufacturing experience: Rolls-Royce-Viper and Spey; Turbomeca - Turmo IV. Same level of knowledge of gearboxes and rotors for PUMA (EUROCOPTER) helicopter. Implemented ISO 9001 in the Shop. Got CAA certification for assembly and test of Spey engine.

Blades Manufacturing Shop Manager - TURBOMECANICA - Bucharest, Romania

(1979 - 1983)

Viper Compressor & Turbine Blades, Turmo blades and blisks

Product Manager - TURBOMECANICA - Bucharest, Romania

(1975 - 1979)

Gearboxes and Rotors for Puma Helicopter - Production Preparation activities - Technology and Quality Plans

MBA - Open University Business School Milton Keyns, UK

MS - Aviation Engineer - Polytechnic University of Bucharest Bucharest, Romania