1. Mr. Libor Ščerba
Nádražní 1321
75301 Hranice
scerba.libor@volny.cz
mob.: 720 549 621
Objective CV
Date of birth 02.12.1972
Experience
10/2012 – Project manager – SMC/SLR –
SSI Schäfer s.r.o. – Hranice
Responsible for internal project controlling – cost and profit controlling. External
communication direction customer – delivery – quality.
- the documentation (drawings and BOM) are delivered to me from Germany
and I’m giving that to the job preparation responsible person
- then I’m also responsible for controlling of JIT delivery of purchased
components – the list of purchased components is given to the purchasing
responsible person by me and I have to check and help in the case that there
will be some issue which would effect the on time delivery to the customer
(pricing – LT – quality – missing specification)
- the production has got needed documentation from job preparation
responsible and I’m controlling and pushing when and where is needed
- the final assembly is getting the semi finished components – when there is an
issue then I’m (together with job preparation responsible person) asking the
German designers for clarification / correction
- I’m asking the responsible person for transport booking
- When the price is not set during the first stages of the project then I’m
preparing with the senior project leader the price offer
- I’m the contact person when something goes wrong with the on-site assembly
and I have to make it clear or organize an action which will satisfy the
customer
- Setting the goals and objectives for direct subordinates
02/2011 – 04/2012 Operation manager – Shared services and
Repairs – Honeywell Aerospace – Olomouc – Hlubočky
Responsible for team of 250 non-direct and 7 direct employees – profitability of both
sections – communication with main customer from Phoenix - USA
- The first 4 sections (laser cutting – chemical processes – forming shop –
plasma coating) were delivering their service to the production sections –
means the process has been handled for the other 19 sections based on the
production orders. Part was delivered to us and we returned it back after our
special process was finished
- the teams were responsible for lead time – that was the main KPI – there
were also inventory parameters and HSE parameters (specially for chemical
and plasma), but that was standard for the whole company
- the main issues were the limited capacity on chemical processes and laser
cutting – process running 24/5 or 24/7 based on needed technological stops
- improving of OEE – reducing of process times were the main direction how to
get better
- the other 2 sections were repairs sections – getting back parts used by
customer and fixing the issues – warranty and non warranty returns
- control over SQDIP KPIs – safety standard driven mainly by whole company
rules
- Q – the same as by new products – the repaired products had their specific
Quality limits and those has been followed (accepted / not accepted)
- D – on time delivery – the system has been reset when I started to work with
the repairs section to deliver based on customer request – before it was more
based on current week capacity and material possibilities = the customer was

2. more waiting for what will be confirmed to be shipped = no real OTD to be
measured
- I – parts delivered by the customers has been increasing inventory – during 6
months the inventory has been reduced to 45% of JOP.
- P – productivity performance has not been measured before – the new
parameter set was simple and easy to manage – SAP parameter used by all
shared services and repairs – waiting time to get processed – The second
parameter used by repairs was number of parts finished each day – goal set
as minimum a day to 24pcs. A goal was to reduce the past due – 55%
reduction in 6 months time by repairs.
- Setting the goals and objectives for direct subordinates
Danaher
Motion
2004 – 2010
01/2009 – 12/2010 Operation manager - repair line
Danaher Motion s.r.o. – Brno – Modrice
Responsible for team of 12 direct employees – profitability and on-time deliveries –
communication with customers from Germany
Key was to improve the satisfaction of the customers with repairs – waiting time for
response (analysis of the product) and waiting time for repair it self
- JOP - 17 days from received till booked in SAP – after 6 months 14 days and
after 12 months 2 days
- JOP – response time – 37 days and after 12 months 2 days
- Responsibility for non warranty repairs analysis and information to the
production units with target to avoid next such quality issues – by non
warranty repairs for profitability
- Inventory managed by reducing number of past due repairs = fast analysis
and fast price offer system
- Created flat pricing system and on-line price offer spreadsheet managed by
repairs team from Czech Republic and Germany
- Setting the goals and objectives for direct subordinates
01/2008 – 01/2009 Operation manager - EVS production line –
Danaher Motion s.r.o. – Brno-Modrice
Responsible for team of 50 non-direct and 4 direct employees – profitability – on time
delivery – production of electric motors for forklifts – main customer TOYOTA – France
forklifts - communication with main office in Stockholm – Sweden
SQDIP KPIs responsible:
- S – responsible to control how the safety rules are followed and iniciate
improvements where needed
- Q – Process control with quality engineer – analysis of costs connected with
repairs and communication with customer when customer requested
management involvement.
- D – work with the purchasing and customer service on capacity and inventory
planning to deliver base don customer request
- I – setting the Kanban system – the lead time of components from 1 day to 16
weeks – based on that the contracts has been prepared by the purchasing
department – the acceptance of suppliers also part of responsibility – inside
and also outside of company – means the customers had to accept all
changes before the change has been made real
- P – LEAN technics – to reduce waste and improve the profitability
- Setting the goals and objectives for direct subordinates
- Preparing the documentation for investment
09/2006 – 01/2008 – LEAN manager
Danaher Motion s.r.o. – Brno –Modrice
Responsible for lean culture implementation in Brno – organization of lean events and
participation on external events – training of employees in Brno
- Responsible for implementing LEAN way of thinking – the key was to change the
thinking from NOT possible to WE will try to do it. LEAN is the way.
06/2006 – 09/2006 – TPM coordinator
VDO Siemens A.S. , s.r.o. - Frenstát pod Radhostem
Responsible for creation of TPM system implementation strategy. This was the very
first stage of TPM implementation for the factory. I prepared analysis (SAP data)
where the biggest problem machines have been visible and also I have proposed
first actions.

3. 11/2005 – 05/2006 – Product Manager / Prototype development
coordinator EVS
Danaher Motion s.r.o. – Brno –Modrice
Responsible: - profitability – people development inside of EVS team – on time
delivery – quality
SQDIP KPIs responsible:
- S – responsible to control how the safety rules are followed and iniciate
improvements where needed
- Q – Process control with quality engineer – analysis of costs connected with
repairs and communication with customer when customer requested
management involvement.
- D – work with the purchasing and customer service on capacity and inventory
planning to deliver base don customer request
- I – setting the Kanban system – the lead time of components from 1 day to 16
weeks – based on that the contracts has been prepared by the purchasing
department – the acceptance of suppliers also part of responsibility – inside
and also outside of company – means the customers had to accept all
changes before the change has been made real
- P – LEAN technics – to reduce waste and improve the profitability
05/2004 – Project coordinator – transfer of EVS production lines
(Electric Vehicle System) – motor production transfer from Sweden
Danaher Motion s.r.o. – Brno –Modrice
Responsible for: time keeping of transfer and customer acceptance of new production
site
2003-2004 - Kent Institute of Business and Technology – Sydney
Certificate III. - Marketing and Management
Management and financing of the business
2001–2003 - Project Manager – AVL Moravia s.r.o.
Manager of the ZC1 department
• Preparing of price offers, coordination and supervision of projects
• Communication with customers from Germany and east-south Asia
• Packing and tracking to customer
1997–2001 - Job Preparation Department – AVL Moravia s.r.o.
• Preparation of documentation for production
• Preparation of orders for sub-suppliers
• Negotiation with co-operation companies
• Communication with mother company in Germany
1994–1997 – Boilermaker – MTH Praha s.r.o.
• Work in a workshop – steel construction production
Education 1987–1993 SOU Stavebni Havírov - Sumbark
• Assembler of steel constructions
1993 – 1996 SPŠS – Stavební Havirov – Sumbark
Interests Books, mountain bike, outdoor activities, photography
Special Languages:

4. knowledge
Trained in:
• German –active
• English – active
• Russian – passive
Microsoft office applications
MS Project
Knowledge of TQM and ISO systems
BAAN planning system
Abra Gold planning system
SAP
Oracle
Value stream mapping
Kaizen
5S - trainer
SMED - experienced
Kanban - trainer
Lean conversion tools – Standard Work / VSM / TPI
TPM
TFTI
6 Sigma system experienced