Roberto D'Adamo

Company in the food packaging supply chain. Tinplate and TFS cutting and coating

• Company organization and management training.
• Internal organization, organizational chart review,
• reorganization of industrial processes,
• Layout modification, ù
• Quality system implementation,
• growth of Middle management,
• reporting set up, for the Board,
• 80% reduction of quality issues
• Staff and Employs involvement in improvement processes,
• Closure construction site activities,
• DVR drafting, AIA launch, implementation of safety system, CPI etc.
  

• Restructuring of company created to take over Del Giudice srl placed in composition with creditors
• Organizational chart review,
• Reorganization of industrial processes, modification of production organization, growth of middle management,
• reporting set up for the Board,
• 50% reduction of quality problems,
• Improvement in milk yeld. Fro 10.5% to 15%.
• Drafting of an industrial 5 years plan.
• New product implementation
• Monitored financial performance, set budgets and controlled expenses to provide financial stability and long-term organizational growth.

Guala Closures is among the main global company active in the design, production and marketing of packaging for Spirits, Beverages, Pharmaceuticals, etc.
With a presence in 12 countries with 30 factories, the Group employs over 2000 people.

- Management of production sites with responsibility for Operations.

- Reorganization of the Spinetta Marengo site. Preparation of Business Plans for the subsequent ones relating to the Italy BU. Management of development projects for new products and new processes for the Italy and Spain BUs in collaboration with the Group Technical Management. Since April 2019 Interim Plant Manager of the Spinetta Marengo headquarters, with the aim of reorganizing the site and training the new Plant Manager.

• Restructuring of the production unit with conversion from plastic to aluminum process.
• Increased production efficiency by optimizing plant layout and implementing process improvements.
• Leading factory in the group for efficiency and quality.

Pharma Trade is a company specialized in packaging for pharmaceutical use. It produces primary and secondary type packaging. The primary packaging is produced in a sterile environment. (Guala Closures Group until august 2009)

- Coordination and planning of research and development projects for new materials;
- Preparation and drafting of analytical development plans and business plans;
- Supporting the commercial area, in order to acquire the information emerging from the markets useful for the development and characterization of new products.
- Promotion of agreements with new or existing customers, through the definition of protocols, for the development and research of new products.

• Led technology transfer initiatives, enabling seamless integration of new products into existing production lines.

• Increased production efficiency by optimizing plant layout and implementing process improvements.
• Reduced costs by eliminating materials waste and unnecessary labor hours.
• Provided direction and leadership to all levels of employees and managers.
• Continuous Improvement Program
• Monitored and evaluated plant performance to identify areas for improvement and take corrective measures.

Direct responsibility for the 9 factories:
- New Zealand, Argentina, Poland, UK, Spain, 2 Italy, 2 Australia
The turnover of these factories is approximately 50% of the Group's turnover.

- Reduced Quality costs in Italian factories by 50%.
- Total change in the quality system of the Pavia plant
- Implementation of a renewed quality system in Spain and in the UK
- Quality system implemented in the New Zealand plant

- Directly follows the relationships with insurance companies for the claims management.

- Follow the major claims with principal customers (Bacardi, Diageo, etc.)

• Reorganization of the site,
• Improvement of the quality system, the entire plant operates according to the principles of Continuous Improvement.
• Increased production efficiency by optimizing plant layout and implementing process improvements.
• The plant becomes the group's reference point for GMP.

• It initiated and implemented the "Continuous Improvement" program which involves the 90% of the employes in improvement processes.
• He acquired training on the entire program from collaboration with the POLSON company. He has excellent knowledge of the techniques adopted such as:
  - TPE OEE,
  - 7 statistical tools,
  - PDCA, Brainstorming,
  - 5 why, 5S, SMED, TPM, Clean and Check,
  - GDL management, etc.
• Coached team members on effective problem-solving techniques, empowering them to drive improvements independently.

In addition to quality, he was responsible for the re-engineering of the production plants (process-Machine-Material) by coordinating a team of technologists.
He has gained experience on:
- Plc and their programming.
- CAD drawing
- Anthropomorphic robots and their programming.
- Automatic control systems
- Dimensional control systems
- Sealing control systems.

• He participated in the start-up of the plant and its development, taking care of the layout and the introduction of the quality system based on self-control in production.
• The factory has achieved quality levels at the top of the Group.