Denis LOCCA

In charge of the Chinese branch technical department.
Organize the design and manufacturing of forging tools, machining fixtures and control tools.
Plan new products tests, arrange improvements and reporting to customers.
Decide and lead cost saving projects as well as quality improvements projects.

Leadership
• Hired to create and manage the new branch in Mainland China. Started from zero.
• Recruited and hired all staff, including key management personnel. Mentoring, empowerment.
• Involved in the development strategies of the company: e.g. led a P&L study for the creation of a workshop.

Management
• Built and continually improved management system and procedures: authored all documents.
• Oversaw and controlled all daily operations.
• Established a considerable amount of KPIs allowing quick actions as soon as deviations were met.
• On the HR side: completely eliminated staff turnover in 2009 by creating a mutual respect environment, high involvement level and goal achievement policy with incentive system.

Purchasing
• 2009: more than 130 customer inquiries, 500 products quoted.
• Built an internet database quotation system with record of all customers, suppliers, products and prices, allowing fast quotation from anywhere in the world.
• Permanent research for new suppliers. Factories audit and selection to reach targeted profit and quality level.
• Quotations analysis system (market material prices, process costs). Prices negotiations with suppliers.
• Standardized purchasing contracts (payment terms, intellectual property, penalties…). Reviews and negotiations.

Products Development / Engineering
• Average of 100 new references developed every year.
• Products re-design for cost and process improvements.
• Conceptualized, designed and created toolings and fixtures as well as in-line checking tools (go-no-go gauges, poka-yoke).
• Standardized technical files with drawings, process chart, toolings design, control plan, control tools design, packaging details. FMEA and PPAP were processed when required.
• Planning and follow-up of each development step.
• Initial samples inspection, measure of process capabilities (Cp, Cpk).

Production / Logistics
• 2009: Decreased late deliveries by 65%.
• Saved 20% in shipment costs through forwarding companies benchmarking.
• Established an accurate planning follow up system with milestones alerts.

Quality
• Decreased quality complains by 80% in 2009.
• Decreased quality problems cost by 90% in the same period.
• Inspectors team planning. Shipments acceptance/refusal according to AQL standards.
• Helped suppliers with process continuous improvement to reach lower ppm.
• Rapid claims process and solving system. Knowledge capitalization so mistakes are never done twice.

Finance / Administration:
• Monthly budgeting. Responsible for all expenses.
• Accountancy check, tax payment, payroll.