Smetan Engineering Company Presentation English

Management & Consulting Services

herzlich willkommenwelcome

Aus einem Guss – The Perfect Cast

25 Years of track record as Managing Director in different companies in the Automotive Industry

12 Years of track record for leading a global group of up to 11 companies world-wide

12 Years of track record for Corporate Governance in international organizations

6 successful Green-Field-Investments

Responsible execution of turnarounds

Responsible execution of plant-closures

Market-Leadership with Hydro Aluminum’s Business Unit Castings

Insider of the Aluminum Casting Market

Expert in Aluminum Casting Technology

Expert in Manufacturing Systems

Expert in Marketing and Sales


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Complex tasks to which SMETAN engineering can provide a valuable contribution include:

Consolidating the Footprint and the Product Portfolio

Continuous Improvement and Re-Engineering of Manufacturing Processes and Value Chains

Step-Change Projects in Product and Process Development

Major Capital Expenditure, in particular Green-Field investments

New Start-Ups and Program Launches of significance

Restructuring of Companies and Divisions

Divestment of Subsidiaries and Divisions

Closure and Relocation of Subsidiaries or Departments



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“During my time as a manager in the automotive supplyindustry I was constantly striving to confer such demanding andcomplex tasks on outstanding executives with many years ofprofessional experience, who were removed from the dailyroutine as far as possible.

Due to their well established professional competence andleadership skills these managers always succeeded inorientating all internal and external participants, who formedpart in the tasks in a very efficient and, at the same time,target-oriented way, and in so doing discover risks in such atimely manner so that appropriate measures could take effect.

Their understanding of reality, taken from their personal trackrecord, in most cases succeeded upon mere wishful thinking

By means of this structured split of day-to-day business fromproject work, the whole organization gained considerablydynamics and efficiency!



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But, similar to a mountain guide for instance, these managers had to walk certain routes several times themselves, before they could safely guide others on these routes.

It is especially their self-confidence, which creates trust in an undertaking and stabilizes teams.

It is especially in critical paths that a special level of professionalism and persistence is required, which can only emerge from one’s own personal experience.

The professional leaves nothing to chance, rather he knows when to use ‚an additional clamp‘, before risking a ‚fall on a long rope‘.”

(Herbert Smetan)



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For me, it is of course beyond any doubt that you and your team are perfectly capable of

providing such professional competence and leadership skills to your personnel.

If you have appropriate time so to do!If not, please call me or send a note!

I will surely help you!You can count on it!

Promised!

Yours sincerely Herbert Smetan



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Vision

„My vision is the outstanding product that sets the industrystandard – in terms of design, characteristics, price andreliability – and which offers the client competitive advantages,thus improving his market position.“

(Herbert Smetan)

the holistic approach towards operational management...Teaser

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“My mission is to manufacture this product using robustprocesses within a balanced production chain, which is basedon well designed, highly reliable equipment and capabletooling and by this creating sustainable cost leadership.”

(Herbert Smetan)

Mission

….creating sustainable cost leadership ….Teaser

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Daring to pursue solutions that redefine the industry standardwith optimum resource usage becomes possible if one is notintimidated by confronting the complexity of the task and, withforesight, has solutions available to apply to the areas in whichlatent risks may become manifest.

Manufacturing processes that are validated with a realisticattitude, in combination with reliable hardware solutions and afine-tuned material flow, make it possible to secure the long-term success of this approach by means of the ‘continuousimprovement’ methodology.

The consensus between management and employees is theultimate requirement for the group dynamic necessary for thesustainable successful company!

(Herbert Smetan)

Mission

….creating sustainable cost leadership ….Teaser

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QualityReward-

System

Process Capability

...the complexity of which is resulting from a multitude of diverse interactions

OperationalEffectiveness

Product

….through highly efficient value chains

“simply be better”

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„ Successful companies focus on the production process, sinceprofit isn’t generated through accounting!

Only optimally fine-tuned manufacturing sets the standard forquality, costs and product availability – and by this alsorepresents the precondition for the successful positioning of acompany in globalized competition!

Companies focused on continuous development of theirmarket share, as well as the expansion of their target market,would do well to disregard discussions regarding hiddendefects in their products.

The product quality is determined exclusively bymanufacturing, not by inspection.

Products that are flawless with regard to the specification canonly be produced in consistently validated processes.

(1)



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Further, high-performance processes only result in a consistentproduction flow in reliable and well-tuned production facilitiesin which ongoing client demand can be met without significantwarehousing of products while employing exemplary labour,equipment and resource efficiency.

Appropriate business processes ensure as well operating costmanagement in company administration. This includesmanagement systems for quality assurance, work safety andenvironmental protection.

Only in the product, that is in the process of formation, do thecapabilities of human, machine, tool, process and material flowcome together to demonstrate the suitability of the solutionchosen.

The fulcrum and linchpin for sustainable success of aproduction concept lies particularly in the robustness of thechosen production process.

(2)



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This is why a firm hold on reality is relevant for the wholesystem during the validation phase of the later productionprocess and set-up.

Mistakes in this step of any program can usually only becompensated by dealing with symptoms, since the time andfinancial means for correcting the root-causes are often lackingin later phases of a project.

Consequently, the Project Management Systems in leadingcompanies assume the defensive function of ensuring theprevention of economic effects resulting from unexpectedlaunching issues.

The same applies to the reliability of the hardware used. Whilepurchase decisions regarding private acquisitions areincreasingly based on the many available performancecomparisons, the selection of production facilities andresources is less frequently based on such a fundamentalanalysis.

(3)“simply be better”

….through highly efficient value chains Teaser

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In this connection, quality defects and hardware malfunctionsas well as their interactions are clearly the main reasons forthe instability of a generally unsatisfactory and cost-intensiveproduction concept.

If the production chain is not reliably coordinated, then energyefficient process layouts become a mere farce and productionitself becomes a game of the dice.

In the end, the people involved hold everything together.

This is why the entire production process in all its complexitymust be manageable and comprehensible, able to be taughtand learned.

The consensus between management and employees shouldserve to support the necessary curiosity.

Because only by constructively managing mistakes are we ableto discover new and better ways of doing things.

(Herbert Smetan)

(4)



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“and a pure hypothetical example….”

(5)

“Let us start for a virtual plant tour in your company and followthe material flow of one of your mainstay of sales. Doing so weincorporate every single production step into a chart, which showscosts above added value. The “red lines” herein form those costs,which do not lead to any added value at all. In impulse one thinks,that this does not exist in your company, and we state that yourstocks are of full of these and that your fork-lift trucks do not carryanything else around for most of the time. And then reflect for awhile and allow the thought for a moment that the right handchart could be that of one of your competitors.”

value added

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Motivation

There is a perfect solution……….

…….and together we will find it“I have always been looking for the new and I have alwaysbeen questioning critically the established. But both, entering‘virgin territory’ as well as changing the status quo does notonly demand the courage to take risks, but also that sort ofacting responsible, which allows the risk to becomecontrollable.”

(Herbert Smetan)

(1)

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“These experiences allowed me to recognize early on thatevery realisable task can be achieved with the help of aprofessional, systematic approach.Even in the case of green-field projects at a new site, in which anew product was to be produced using a new process, withcompletely new staff, implementing a realistic, comprehensiveapproach to achieving the goal allowed the project to succeedwithout deviating substantially from the established scheduleor budget.I was consistently responsible for all of these green-fieldprojects from the development and project phase through tothe time at which the facilities could be operated at theintended performance level.

Motivation (2)

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In this manner, I was sequentially given responsibility for agroup of up to 11 companies (see below) in total, located inWestern and Central Europe, as well as in Latin America andthe Asia-Pacific region, which in 2006 confirmed theiroutstanding positioning and performance as industry standardthrough a number of leading management consultant firms.

The product portfolio and footprint were continually optimizedso that eventually the group essentially concentrated on themanufacturing of high-performance engine blocks and cylinderheads from the light weight material of aluminum.

I would now like to offer the insights gained from my extensiveinternational experience to the entire industry worldwide, asan independent management consultant.

Bielsko-Biala/Poland, Charlottenberg/Sweden, Dillingen/Germany, Györ/Hungary, Leeds/Great Britain,Linz/Austria, Most/Czech Republic, Nanjing/China, Saltillo/Mexico, Wernigerode/Germany, Ziar/Slovakia

Motivation (3)


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>

I willingly bring to the table my ability – developed during thecourse of my involvement in the global and internationalizedautomotive supply industry – to reliably evaluate theperformance potential of companies operating in verydifferent, even contradictory environments.

For over a decade during my career, I frequently had theopportunity to accompany companies in Western and CentralEurope, Asia and Latin America over the course of their verysuccessful growth – often as supervisory board chair.

The efficiency of mature business processes is particularlyapparent in corporate governance, since only then corporategovernance is able to ensure clear and decisive assessment ofa company’s current business situation without bias and allowfor the evaluation of proposed corrective counter measures.“

(Herbert Smetan)

Motivation (4)


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visionary plot– structured implementation

„During almost four decades in the aluminum foundry industryI have repeatedly taken responsibility for pioneering projectsfor first-class car components, which within the industry neverfailed to attracted a high degree of attention.“

(Herbert Smetan)

(1)

Boeing 767-Flight-Simulator at the Lufthansa-Trainings-Centre at Frankfurt Rhein-Main- Airport on 14.04.2007

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These include noteworthy technical innovations as well asimportant large-scale investments both in Germany andabroad, for which I was also responsible during their initialoperative phases.

I was able to fundamentally contribute to the character of theAluminium Foundry Industry through this work.

The decisive factor was that all these projects withoutexception were realized within set budget constraints and alsoachieved all project goals. These goals included preciseadherence to the business plan, as well as the punctual releaseof a qualitatively and quantitatively irreproachable product.

I consider these the foundations of reliable and professionalwork, or better, of ‘Right and Good Management.’

(2)Profile

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Wherever progress is made, where new territory is to beentered, people are subject to risks that can be managed withthe right methodology, and thus made calculable.

It has always been particularly important to me, and hasfundamentally become part of my understanding, to developthe requisite methodology systematically, and to continuallyrefine it.

This is because, for me, leaving the result of a project tochance is not an alternative.

Neither is reluctance to enter new territory, since it is onlybeyond the horizon of the known that long-term success lieshidden.

For me, the manufacturing process lies at the centre of thisstructured manner of working.

(3)Profile


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It is of equally high importance to me to develop a hypothesisconcerning the functional character of each manufacturingprocess, and to confirm or reject it with the variation inparameters and to validate it before I further stabilize theprocess by limiting the variance and continue attempts toimprove it.

Without a reliable understanding of the actual functionalmodel, every Six Sigma strategy is condemned to ineffectuality!

Wherever we are concerned with professionals in their field,we develop trust in these individuals and cultivate the feelingthat we can rely on them, and not the feeling that we are attheir mercy.

It is of prime importance to me to prove to everyone that theirtrust in my work is well-placed, in both personal and businesscontexts.

(4)Profile


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The same professional approach is also important when it is aquestion of permanently maintaining and improving high-performance manufacturing facilities.

In the hands of corporate governance, continuous statusinformation becomes an efficient navigation system whenbased on a system of meaningful Key Performance Indicators .

Should it become necessary to close, restructure or divestcompanies or divisions, dealing with matters professionallycreates trust for people with realistic views.

At the end, wherever we go, however we do, whatever wechange we have to take the people with us.

The only constant in our world is change, without which therewould be no progress.

(5)

(Herbert Smetan)

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“Well-managed organizations can be recognized in that theirdecisions are always made at the lowest possible hierarchicallevel in the organization, and are based on reliable informationand appropriate business processes.”

(Viable System Model)

“In poorly managed organizations, the boss always makes thedecisions – which do not appear to be motivated by any kind oflogic!”

(wide-spread employee opinion)

“A company’s work-safety performance is the best earlyindicator for the acceptance of management within a company.

If one assumes that this consensus fundamentally determinesemployee motivation, then this index becomes one of themost important management instruments.”

(6)

(Herbert Smetan)

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personal back-ground

Hobbies: „By jogging and bicycle touring I train to improve mystamina. During extended hill walks I marvel at whatmotivation is able to activate reserves. And when occasionallyplaying golf I feel humbled.

In my younger days I learned during challenging offshoresailing cruises, that it is only oneself who sets ones limits.”

(1)

(Herbert Smetan)

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Mode of working: “Based upon my experience in medium-sizedindustry I feel at home in this environment. And I know to strikethe right note, which most of the time guarantees its effect. Thusmy working method is not always perceived enjoyable.

But the person for me is the pivot and focus of a corporation andhis trust is paramount!”

Profile (2)

(Herbert Smetan)

personal back-ground

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Career

holistic thinking – focused acting

„ Though I was originally compelled to study physics, I laterdiscovered my more pragmatic interests and decided to studyengineering sciences. Having been trained as a molder in an artand metal foundry, casting and materials were the obviouschoice for me when it came time to specialize.”

(Herbert Smetan)

(1)

in tabular formeducation

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“In addition to my enthusiasm for free shaping (acquired as amolder working with artistic castings), after completing mystudies it was my fascination in Aluminum as a light weightconstruction material that moved me to explore thepossibilities of this combination.

Applied research at a leading company in this market segmentwas the next logical step, though I first acquired someexceptional leadership experience at an iron foundry.

Unfortunately at this time research centers in the so-called‘ivory tower’ were not very well respected in the real world –that is, in operations.

For this reason, after a few years I decided to re-enter the‘lion’s den’.

This was one of the most productive phases of my career, as Ibegan to test in the real world all the knowledge I had acquiredin the ‘ivory tower’.

(2)Career

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Most of my inventions soon came to be seen as realinnovations.

When I walk through foundries today, I am excited to witnesspractices that originated from my own initiative in those earlyyears:

Degassing of molten Aluminum by means of inert gases,gassing liquid metals by means of Hydrogen-Nitrogen-gas-mixtures, grain refinement and permanent modificationdirectly in foundry operations by means of master-alloys.

Electronic pressure control in low-pressure casting facilities.

And, last but not least, the most recent initiative for the use ofinorganic binders in the aluminum casting industry.

It was above all these successes as I made the switch fromresearch to manufacturing that pushed me to look for evengreater challenges.

(3)Career


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It was quite opportune when a client for cast light metalwheels decided to cast these wheels in his own foundry inFrance and to use the counter pressure casting process thatwas invented in Bulgaria.

It should be noted that this was in 1980, when Eastern Europewas still closed behind the Iron Curtain and the import of anytechnology to this country was adversely affected by variousembargos imposed by the United States.

Yet the most serious problems were solved step by step andthe first successful counter pressure foundry eventually beganoperations outside of the Eastern Block.

After this success the idea aroused of creating forging qualityfrom the “first heat” by means of this innovative new castingprocess.

(4)Career


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As is seldom the case, the industry was apparently not readyfor such advancements as chassis components cast inaluminum, and it is only now – some 25 years later – that thisidea has begun to re-establish itself.

For me these successes were the starting point for moredemanding leadership challenges at the level of topmanagement.

Here too it was my creativity in combination with myextremely structured manner of working that helped me at theyoung age of 36 to convince an entrenched, traditionalcompany to undergo massive change and thus to create thedecisive basis for this company’s turn-around.

For me the years of this turn-around were crucial in firming upmy conviction of the importance of the individual and of his orher contribution to overall success.

(5)Career


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At that time I received the offer of becoming the person incharge of the most innovative (and at the same time the mostriskiest) investment project in the European Aluminum CastingIndustry – the construction of a factory for the production ofengine blocks and cylinder heads made of aluminum by themeans of the core package process that until then had onlybeen used for low-volume production.

I began the project in 1991, after the fall of the Iron Curtain, bylooking for the right location. Subsequently a new factory wasbuilt in a new location (Dillingen/D) where a new, innovativeproduct was to be produced by means of a new, half-bakedcasting method and with a new, completely inexperiencedwork-force.

More skeptic people than me called this the perfectdescription of a total disaster.

And yet somehow my structured process focus that hadpreviously proved so dependable allowed me to perfectlymaster this complex challenge as well!

(6)Career


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in tabular formEducation

As a result I was placed in charge of a group of companies,where I was now repeatedly confronted with the task ofhandling additional green-field investments, all of which Isuccessfully concluded and was able to leverage for healthycompany growth.

In total I was awarded responsibility of a group of up to 11companies; their internationally outstanding and even leadingpositioning and performance was attested by well-known,independent consulting firms in 2006 in the course of thedivestment of this business unit.

The product portfolio and footprint were continually improvedso that the group came to focus primarily on themanufacturing of engine blocks and cylinder heads at theleading edge of performance cast of the light weightconstruction material aluminum.

(7)Career


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in tabular formEducation

In the process of this focused restructuring, additional state of theart capacity had to be created continually, thus setting thestandard for the industry. In addition, outdated operations hadeither to be closed or fully modernized.

These measures included restructuring of the entire productportfolio in the direction of high-quality and high-performancecomponents. Finally, thanks to the combination of outstandingproduction and carefully coordinated market segmentation, HydroAluminum’s Castings Business emerged as the industry leader.

Hence products which were not under the price-pressure ofcommodities could be acquired. Dependable product qualitymade it possible to provide stable, inter-continental delivery tothe global automobile industry and so led to scale effects in thegroup’s cost structure.

Crucial for this success were the consensus within managementregarding a targeted strategy and the market presence that wascompletely unique.

(8)Career


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Nevertheless, in a global, inter-cultural setting it is importantnot only to create consensus at the management level, butalso to integrate motivated employees into the process as well.

As an engineer one quickly acquires the reputation of atechnocrat, perhaps because it is a common trait of ourprofession always to expect an appropriate reaction to anyimpulse, like a ball that always moves in the same directionwhen struck. I have often attempted to improve theperformance of companies by means of ambitious goals. Ofcourse company staff and leadership are only able to achievethese goals if the individuals involved see themselves as aunified group.

Once I was able to create the right group dynamics byevaluating the company culture and the behavior of individualsin the group, teams almost always achieved these ambitiousgoals thanks to their motivated work.

(9)Career


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Yet these goals should be defined by those in the group whoare to make significant contributions.

Goals defined together are perceived far differently byemployees. I attribute this very clear shift to a phenomenonknown as ‘alignment.’ The accuracy of forecasts as well as thecommitment to fulfill these forecasts increased considerably.

And the synergies created lead to extraordinary economicresults. From my point of view the “buy-in” of employees to allessential measures is always worth having, even if it takessome time to obtain it.

In fact all of my success is a result of having been able togenerate enthusiasm among my employees for my goals.

Let us do so together.”

(Herbert Smetan)

(10)Career


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Portfolio of services

Our Portfolio of Services:

Detect OpportunitiesDevelop StrategiesCapture PotentialsInitiate ChangeCreate Sustainability

As your advisors we will notonly hand-over our finalreport but develop togetherwith your team the right andsuitable concept. Togetherwith your team we will as wellsupport the execution of therelated action-plan until thetargeted result will be reliablyand sustainably achieved.

problem solving – decisions correctly taken

Core CompetenciesCooperation Partners

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from our perspective the significant improvement of value chains is only feasible in teams of highly

qualified, motivated people

who are simultaneously

in mutual consensus.

The implementation

competency related

requires experience

with motley teams,

interdisciplinary, for

the most part without

any hierarchical structure

known from real organizations”

create sustainability

initiate change

capture potentials

Smet

an E

ngin

eeri

ngCo

-ope

ratio

n Pa

rtne

rPortfolio of services

problem solving – decisions correctly taken

implementation-

competency

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detect opportunities Analysis of the positioning in the market, market segmentation and competitive landscapeAnalysis of the positioning in technology of products, of processes und of manufacturingAnalysis of the Foot-Print and the Product-PortfolioAnalysis of financial performance and realistic improvement potentials

develop strategiesSystematic Workshops to develop mid-term- and long-term strategy ‘fit for future ?/!’Develop Road-Map towards sustainable financial improvementsMaster-Plan for fundamental changes in Foot-Print and Product-PortfolioMutual identification of growth potentials and exit opportunities

(1)Portfolio of services

problem solving – decisions correctly takenTeaser

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capture potentialsRe-Engineering of existing manufacturing lines and value chainsengineering and erection of new manufacturing lines in ‚State-of-the-Art‘-technologyIntroduction of new products on the basis of existing core competenciesDevelopment of new markets within the existing product portfolio

initiate changecreate acceptance for change within management and employeesdevelopment of a mutually supported company visionInitiate consensus regarding the nature of necessary changesRedesign of the organization structure on the basis of existing competenciesAcceptance of deficits Definition of a human resources development program according the company’s needs

(2)Portfolio of services


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Create sustainability

Consolidation of the product-, process- and material-portfolio

Significant improvement and stabilization of manufacturing processes in use

Optimization and completion of the existing equipment

Re-Engineering of the value chain

Introduction of reliable business processes

Introduction of a meaningful set of Key Performance Indicators and a related Bench-Marking-System (operational & financial)

Consolidation of the Foot-Print considering market and cost optimization requirements

(3)

Smetan Engineering - Network Co-operation partner

Portfolio of services


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„At the end it is always the person who matters! Especially when it comes to consulting!“ (Herbert Smetan)

complex systems – the approach distinguishes

Core Competencies (1)

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25 years as Managing Director in different companies

12 years success as Senior Vice President of a Business Unit

12 years success in Corporate Governance

6 successful Green-Field-Investments

Responsible execution of Turnarounds

Responsible execution of plant closures and relocations

Market Leadership with Business Unit Castings of Hydro Aluminium Automotive

Insider des Aluminium Casting Business

Expert of Aluminium Casting Technology

Expert in Manufacturing Systems

Expert in Marketing and Sales

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„I regard it as my personal strengths, to go to the bottom ofproblems by using a structured and systematic approach inorder to create robust and sustainable solutions. By now, someof these have already changed the yardstick of the globalAluminium Casting Industry.

Despite of all this I usually stay pragmatic which is quiteevident in the light of the numerous projects I havesuccessfully managed to establish.

Naturally I prefer to create New. But quite often facts andfigures are evidence of the needs to consolidate existing first asa precondition of further healthy growth.

Despite the habit that I rely on facts and figures, I am not atechnocrat.

I see the development and the change of the people in theenterprise as the most important task of companies which willbe coping with the markets and the industry successfully.

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According to one of the theorems of cybernetics the complexityof a system (company) has to be larger than the one of itsenvironment (market or industry) to exist in it successfully.

Until today, at least for the time being, the responsible andcompetent person is needed who's creativity is determined by thesmall but crucial element of being always better than thecompetitors in the relevant market.”

(Herbert Smetan)

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Malik Management Zentrum Sankt Gallen/CHwww.malik-mzsg.ch

CPO Management Consultants Mainz/Dwww.cpo-mainz.com

MFB Manage Future Business Wiesbaden/Dwww.mfbresultants.com

Knight Wendling Foundry Engineering Düsseldorf/Dwww.knightwendling.de

IQube Consulting Group Sankt Gallen/CHwww.iqube-group.com

KIEFABER MANAGEMENT-SYSTEMS Kirkel/Dwww.kiefaber.info

Fill Machinery- and Production Lines Gurten/Awww.fill.co.at

Becker GmbH CAD-CAM-CAST Steffenberg-Quotshausen/Dwww.beckerccc.com

Meissner AG Tooling and Pattern Company Biedenkopf/Dwww.meissner-ag.de

VIS/ual/ CON/tact/ Marketing-& Advertising Agency Differten/Dwww.visual-contact.eu

our partners….

Co-operation Partners

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http://www.malik-mzsg.ch/�

http://www.cpo-mainz.com/�

http://www.mfbresultants.com/�

http://www.knightwendling.de/�

http://www.iqube-group.com/�

http://www.kiefaber.info/�

http://www.fill.co.at/�

http://www.beckerccc.com/�

http://www.meissner-ag.de/�

http://www.visual-contact.eu/�

….and their task-specific integration

Economical success = f(specific market position x operational effectiveness)

OperationalEffectiveness

Process Capability

Product


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The topic-specific integration of a team of internal and externalexperts ensures the most effective examination of your uniqueproblem and represents by this the most reliable approachtowards a certain and reliable solution.

From our point of view the responsible consultant team has toact exclusively in the back-ground in order to compensate fortemporary gaps in your organization to initiate and support thenecessary change process, simultaneously with the goal toqualify your people to close the gap which we will be creatingwhen leaving again.

The result of our consulting support (R) equals to the productof the quality of a solution (Q) and their acceptance by yourteam (A):

R = Q x AOur special approach ensures both through the activeinvolvement of your team in the project work, outstandingquality in combination with an unreserved acceptance.

„together we move on“


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1975 Fundamental scientific work regarding intermetallic bonds between iron and aluminium materials

1976 Fundamental scientific work regarding castability of the alloy AlSi17Cu4NiTi in the case of complex engine blocks using the Low Pressure Casting Process

1980 Development of different high-quality automotive components in aluminium on Green-Sand-Molding-Lines

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…..and what I have managed to accomplish so far

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1980 Introduction of the Counter Pressure Casting Process 1983 for the mass-production of cast aluminium wheels in

cross-spoke-design in co-operation with„Technology of Metals“ Sofia/ Bulgaria (Publication)

1983 Further development of the Counter Pressure Process 1986 to produce high-quality chassis components for

passenger cars in aluminium forging alloys in co-operation with Maschinenfabrik Müller-Weingarten (Publication)

1986 Restructuring of the company Kloth Senking 1991 Metallgießerei GmbH with its divisions

Aluminium-Sand-, -Die- and - HPD- Casting as wellas Magnesium-Sand Casting and Zink-HPD-Casting

1989 Post Merger Integration of the company after the 1990 acquisition by Thyssen Guss AG from Salzgitter AG

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…..and what I have managed to accomplish so farTeaser

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1991 Engineering and construction of an Aluminium Foundry1995 for Engine Blocks and Cylinder Heads in

Dillingen/Germany according the Core-Package-Process in co-operation with Knight Wendling Foundry Engineering and +GF+ Foundry Equipment division including Product- and Process-Development, site-selection and permissions (Publication)

1995 Management of the plan, launching of the foundry and 1998 doubling of installed capacity.

Acquisition of further products.

1997 Construction and launch of a SPM-foundry for Cylinder Heads in Györ/Hungary

1998 Engineering, construction and launch of a SPM-foundry for Cylinder Heads in Saltillo/Mexico

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1999 Closure of the first SPM-foundry in Leeds/UK1999 Introduction of new and standardized Business

Processes at VAW and the Business Unit Castings2000 Restructuring of a SPM-foundry in Linz/Austria2001 Engineering, construction and launch of a Core-Package-

foundry for Engine Blocks in Saltillo/Mexico2001 Restructuring of the organization of VAW Aluminium AG

towards divisional structure.2002 Closure of the second SPM-foundry in Leeds/UK and

relocation of production to Györ/Hungary2002 Project Manager of Post Merger Integration Process

after the acquisition of VAW by Norsk Hydro ASA Oslo for the Automotive Division

2002 Syntegration Work-shop „Fit for Future“ for the Business Unit Castings in co-operation with Management Zentrum Sankt Gallen which marks the turning point towards sustainable economical success of BU Castings

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2003 Engineering, construction an launch of a second Core-Package-foundry for V-Engine Blocks in Dillingen/Germany (Publication)

2003 Evaluation of Company Culture and 360°-Feedbacks of the management levels in co-operation with CPO Management Consultants Mainz marks the turning point in the Company Culture in the Business Unit Castings

2004 Restructuring of the organization of the BU Castings towards a Cluster-Structure according the Viable System Model in co-operation with Management Zentrum Sankt Gallen

2007 Project Manager in the Post Merger Integration Process after the acquisition of BU Castings by Nemak S.A. for Europe and Asia/Pacific.

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2007 Evaluation of Company Culture and 360°-Feedbacks of the management levels for a problem plant in co-operation with CPO Management Consultants Mainz

2007 Customer Perceived Value Evaluation - world-wide-in co-operation with Management Zentrum Sankt Gallen

2008 Syntegration-workshop „Fit for Future“ for a problem plant in co-operation withManagement Zentrum Sankt Gallen

2008 Cultural Shift Program with THT (Trompenaars-Hampden-Turner) for the global ‚New Nemak‘ Integration, targeting cultural reconciliation of the multinational group.

2009 Foundation of the own Consultant CompanySMETAN engineering GmbH with focus towards an integrated approach towards the manufacturing industry (Publications)

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SMETAN engineering GmbH (in the process of foundation)

A u f d e r H a r d t 3 4

D-66780 Rehlingen - Siersburg

Phone: +49(0)6835/607242

Mobile: +49(0)172 /6803945

Fax: +49(0)6835/607241

e-Mail: [email protected]

Web-Page: www.Smetan-Engineering.com

Managing Director: Dipl.-Ing. Herbert SmetanChairman of the Supervisory Board: Dr. Dieter BraunAssociated Partners: Herbert Smetan, Hannes Hundegger

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mailto:[email protected]�

http://www.smetan-engineering.com/�

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in 1950 born in Germany /District of Goeppingen

from 1956 Elementary Schollto 1964 in the District of Goeppingen

from 1964 Apprenticeship as a moulder for to 1967 bronze art sculptures

at Art- and Bronze FoundryErnst Strassacker KG in Süssen District of Goeppingen

from 1967 Technical Collegeto 1968 (University Entrance Qualification)

at Vocational Scholl in Goeppingen

from 1968 Studies at the faculty of Foundry- and to 1971 Material Science at the Polytechnikum in

Friedberg/Hessia (Graduate Engineer for Foundry Technology)

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reliable Knowledge – generated by experience

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from 1971 Bopp & Reuther GmbH in Mannheim to 1973 Head of Core Shop and Shell-Mould Foundry

from 1973 MAHLE GmbH in Stuttgart - Bad Cannstattto 1978 Scientist in the

Research- and Development Department Stuttgartfrom 1978 Department Manager

to 1979 in the Low Pressure Foundry Markgröningen

from 1979 +Georg Fischer+ GmbH in Mettmannto 1980 Project Manager for Process Development

of high-quality Aluminium Castings on Green-Sand Molding-Lines

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from 1980 Compagnie Europeene to 1983 de Techniques de Fonderie SA

in Soultzmatt / Haute Rhin (France)Director of the Aluminium Wheel Foundry

from 1983 ALUTEAM to 1986 Form- und Schmiedetechnik GmbH in Duren

Department Manager for Product- and Process Development for Aluminium - Castings- and -Forgings

from 1986 Kloth-Senking Metallgießerei GmbH to 1991 in Hildesheim

Managing Director (Technique and Sales)

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from 1991 VAW alucast GmbH in Dillingen / Saarto 1997 Chairman of the joint Management Board

(formerly EB-Präzisionsguss GmbH / founded 1992 )

since 1998 VAW motor GmbH in BonnManaging Director of the Holding of the Engine Casting Division

since 2000 VAW automotive products in Bonn Senior Vice President of Business Unit Castings

Sole responsibility for the Engine Casting Division

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since 2002 Hydro Aluminium Automotive in KölnSenior Vice President der Business Unit Castings

Sole responsibility for the Casting Division(after acquisition of VAW aluminium AG by Norsk Hydro ASA Norway)

from 2007 Nemak Europe GmbH in Frankfurtto 2009 Chief Executive Officer of

European and Asian/Pacific Operations (after acquisition of Hydro Aluminium Castings by Nemak S.A.

Monterrey/Mexico)

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1976 IT-Systems and Technology V H SAccounting / Controlling MAHLEValue Analysis / Value Design MAHLE

1976 Problem Solving Methodology MAHLEEconomics MAHLEMeetings and Discussions MAHLE

1977 Alloying with Grey Cast Iron V D GStatistical Method Technische AkademieJurisprudence for engineers MAHLE

1980 Economically Operating Plants REFA

1984 Sales Psychology F&A

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new perspectives – through further education

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1987 Management Training Level 1 F&A

1988 Logistics-Workshop Prof. WildemannLogistics and Productivity Technische Akademie

1989 Management Training Level 2 F&A

1993 Lean Management / Kaizen Kaizen-Institut

1995 Advanced Business English Berlitz

1996 Negotiating in English Lufthansa Consulting Française intermédiaire d’affaires Berlitz

1997 Harvard Negotiation Techniques European Business School

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1998 Top Executive Seminar MZSG St. Gallen

1999 VIAG International IMD Lausanne Management Seminar

2001 Open Syntegration Workshop MZSG St. Gallen

2003 Viable System Model MZSG St. Gallencomplex organizations

Language Skills: English, business fluent in written and spoken French, business fluent in spoken, profound knowledge in written French

from 1973 Diverse lectures and key notes on international until today congresses as well as diverse publications in the

international special press mediain German, English and French

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EBIT / CE(%)

-5

0

5

10

15

20

A2003 A2004 A2005 E2006 P2007 P2008 P2009 P2010

Success Story Hydro Aluminium BU Castings

EBIT on Capital Employed

Hydro Business Unit Castingsvs. key competitors and other big auto suppliers: Cash Flow and EBITDA[2004; 2005]

EBITDA [%]

Cash Flow [%]

Source: AlixPartnersNote: w/o magnesium, cash flow = EBITDA - CAPEX

Hydro Castings

ZFWagon

Valeo

Tomkins

Magna

Sumitomo

Shiloh

Progress

Tenneco

Kolbenschmidt

GKN

Federal Mogul

Dana

Continental

Bosch

ArvinMeritor

American Axle

BorgWarner

4%

6%

8%

10%

12%

14%

16%

18%

20%

-8% -6% -4% -2% 0% 2% 4% 6% 8% 10% 12%

Hydro‘s cash-flow is low compared to key suppliers; however, big differences between Business Units

Hydro Castings

EBIT DA versus Cash-Flow


Source: Hydro Automotive, AlixPartners database

2 yr. revenue CAGR, 2005

World

EBITDA [% rev.], 2005

World

5,0%

14,5%

9,1%

Bottom 25% Average Top 25%

Castings 19,1%

Castings 12,3%

Note: w/o magnesium, cash flow = EBITDA - CAPEX

Cash Flow [% rev.], 2005

World

-1,7%

11,4%

5,6%


Castings 9,2%

15,5%

-2,8%

2,7%


Key Performance Indicators

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Documents

Smetan Engineering Company Presentation English