Ismaïl FATIH

• Support the transfer of a production unit as part of a reorganization project (Europe) • Ensuring a smooth transfer of product and process knowledge, industrial equipment and business knowledge related to operations • Redefining the new organization and the new interfaces between the remaining organization and the sister companies • Steering the redeployment of machines to sister companies worldwide • Managing the sale of the remaining machines via brokers (definition of acquisition rules, selection, visits, negotiations and closing of the operations) • Management of a process of securing and disinfestation of the factory

• Leadership and direction in supporting LEAN deployment & change management in the national platform (6sites: 1factory with 5service centers.): employee teams, CI events, team improvement projects, LEAN Enterprise training workshops. • Identifies opportunities to implement common processes and best practices from other facilities within Platforms and across Flowserve. • Reinforce working on the processes & system by helping identify root cause and solve problems. • Focuses teams on CI, by involving people in meeting site & platform objectives.

• Driving the deployment of Lean, CI, and related tools and methodologies : - Coach the operational teams in continuous improvement techniques and help them cascade this approach to their teams to develop a proactive continuous improvement culture, - Leading change through influence, earns credibility, • Increase productivity within operations : - Leading usage of the appropriate lean tools to eliminate losses, - Develop training programmesand undertake training in the use of continuous improvement culture, - Providing CI expertise with coaching and mentorship, • Promote and share of best practices : - Supporting and influence similar projects across the organization, - Foster an environment for best practice sharing across all locations and Staff associates, - Ensure the projects are tracked and results are maintained, communicated, and summarized monthly/quarterly,

• Develop and deploy Lean management culture with managers (2 sites) : - Definition of the deployment strategy (KPI, coaching, facilitator, accompaniment), - Structure of the steering committee (Roadmap, TOP45’, TOP15’, TOP5’), • Analyzing, defining, planning and driving specific CI Programs: - KAIZEN workshop (5S, SMED, 6M, standardized work, QQOQCP, 5 whys, MRP, PDCA, VSM), • Deployment of a Manufacturing Execution System (MES) into a production environment : - Real-time production visibility, and increased equipment efficiency, • Results : +40% production capacity / ½ Lead time / +500k€/year (gains),