Mr. Tomas Foltin

97,13 %

52 evaluation

Graduated engineer of the Faculty of Chemical and Food Technology, Slovak Technical University in Bratislava, Department of Biochemistry and Biotechnology. Subsequently, he worked for Kraft Foods Slovakia in Bratislava in the research and development departments. He also worked as a continuous improvement engineer for a multinational corporation. He has successfully completed 2 Black belt projects with annual savings of more than 100,000 USD and 1 Green belt project with annual savings of more than 35,000 USD. He worked for over 20 years as an internal lecturer, where he used his acquired experience and knowledge in external training. He currently works mainly as an external lecturer and senior consultant, while successfully implementing 5S projects, TPM - Total Productive Maintenance, FMEA according to AIAG / VDA, SPC - Statistical process control, MSA - Measurement System Analysis, SMED - Single Minute Exchange of Die, TAG system, Kaizen system, OPL - a tool for sharing information, and Lean management in companies from the automotive, engineering and food industries.

Education:

Graduated engineer of the Faculty of Chemical and Food Technology, Slovak Technical University in Bratislava, Department of Biochemistry and Biotechnology. He completed Black Belt training in the scope of Lean 6 Sigma processes, MS Access Database system - programming in Visual Basic for Application, Design Safety Analysis in the food industry, Internal auditor of the quality management system according to the requirements of the ISO 9001 standard.

Practice and acquired experience:

He started as a food analysis specialist at the Slovak Customs Directorate in Bratislava, where he participated in the development and implementation of food analysis methods. Later, he worked for the company Palma - Tumys as head of the research and development department, where he managed the activities of the research and development team focused on the needs of business partners. He also managed the development and innovation of new products. He participated in process and documentation audits according to the requirements of the ISO 9001 standard. From 2004 to 2011, he worked as a development worker for Kraft Foods Slovakia in Bratislava. He created and managed product specifications, led HACCP implementations and product development in collaboration with business partners. Currently, he works as an engineer in the field of continuous improvement for a multinational corporation in the food industry, where he participates in the creation of Black belt and Green projects belt, Lean implementation Six Sigma, 5S methods, TPM, production optimization, technological support and employee training. Lately, he has successfully completed 2 Black belt projects with annual savings of more than 100,000 USD and 1 Green belt project with annual savings of more than 35,000 USD.

Teaching experience and publications:

He has been working as an internal lecturer for many years, where he uses his acquired experience and knowledge in LEAN Management, 5S Method, SMED - Elimination of losses when changing the product range (Single-Minute Exchange of Die), TAG system, Kaizen system, OPL - information sharing tool, MSA - Measurement System Analysis, SPC I, SPC II and other trainings in the field of process improvement.

References

In-house training

UDENCO s.r.o. | KUK COILS Slovakia s. r. o. | Nanogate Slovakia s.r.o. | Auria Solutions Slovakia s. r. o. | MINITÜB SLOVAKIA spol. s r.o.

Online training

Palma Tumys a.s.; Kraft Foods Slovakia a.s.; QM Slovakia, s.r.o.; GAJOS, s.r.o.; VETROPACK NEMŠOVÁ, s.r.o.; Belt & Buckle s.r.o.; GG Cables and Wires Slovakia s.r.o.; FM Slovenska, s.r.o.; ECS Slovakia, s.r.o.; Scheidt & Bachmann Slovensko s.r.o.; RAVEN a.s.; Pankl Automotive Slovakia s.r.o.; TRIGO Slovakia, s.r.o.; MATADOR Automation, s. r. o.; Automotive Group SK, s.r.o.; FREMACH TRNAVA, s.r.o.; Leadec s. r. o.; IAC Group (Slovakia) s.r.o.; JOBELSA SLOVENSKO, s.r.o.; Hörmann Automotive Slovakia s.r.o.; SAMHWA TECH, s. r. o.; Slovakian Door Company, s.r.o.; AAH PLASTICS s.r.o. and others.

Trainings organized by a lecturer Mr. Tomas Foltin

Training name	Training duration	Venue	Price	The nearest date
5S (7S) – Japanese concept of workplace improvement	1 day (8:00 - 14:00)	Online	450,00 € 540,00 € VAT included	06.02.2025 + 3
FMEA according to the new AIAG & VDA Handbook	1 day (8:00 - 14:00)	Online	450,00 € 540,00 € VAT included	28.05.2025 + 2
MSA – Measurement System Analysis	2 days (8:00 - 14:00)	Online	810,00 € 972,00 € VAT included	04.03.2025 - 05.03.2025 + 2
Problem solving	1 day (8:00 - 14:00)	Online	450,00 € 540,00 € VAT included	12.03.2025 + 3
LEAN Management	2 days (8:00 - 14:00)	Online	810,00 € 972,00 € VAT included	25.03.2025 - 26.03.2025 + 3

Author of blogs

SIPOC Analysis

The purpose of SIPOC Analysis is to chart the connections among the scrutinized process, its inputs, and outputs, while also gauging the influence of both the customer and the supplier on the process. SIPOC frequently integrates into Green Belt and Black Belt projects, aiding in the development of a holistic comprehension of the reciprocal effects among the elements under scrutiny.

Lean Production

Lean production, often referred to as lean manufacturing, involves a collection of tools designed to eliminate activities that lack customer value and result in losses for the company.

Quality Function Deployment

Understanding the customer's perspective is crucial to grasping their expectations from the product. Often, their requirements are expressed vaguely, like "we want timely delivery of goods." QFD can transform these vague requirements into measurable characteristics, such as "order processing time" or "production planning time." Additionally, it can determine the relationship between product attributes (strong positive or negative correlation), assess the significance of metrics, and compare product features with competitors.

Red Tag

A tag is an English term for a label or sticker. In the context of 5S, the Red Tag is employed to identify items whose necessity is uncertain. Moreover, within TPM (Total Productive Maintenance), the Red Tag is utilized to mark deficiencies on machine equipment that the operator cannot address independently.

Ishikawa diagram

The Ishikawa diagram depicts the causal relationship between a problem and its root causes. By identifying and addressing these causes, the problem can be permanently resolved.

Kaizen

Kaizen is a straightforward tool that speeds up continuous process improvement by implementing small changes.

Kanban

Kanban is a method for effectively managing the flow of materials and information to meet customer demands. Its goal is to deliver the right product, at the right time, in the desired quantity, and with the required quality. Kanban serves as the foundation for the "Just in Time" system.

Control plan

A control plan is a management tool utilized to oversee activities that enhance processes or products, ultimately aiming to boost customer satisfaction.

Correlation Diagram, Correlation

Correlation is used to determine the statistical dependence of the dependent variable (the one we need to find out) on the independent variable (the one we know or can adjust).

Lean Office, Lean Administration

In administrative processes, similar to production processes, wasteful activities can be identified. When elements of lean manufacturing are introduced into administrative processes, it is referred to as Lean Office or Lean Office.

Lean Six Sigma

Lean Six Sigma combines techniques and tools from lean management and statistical methods to reduce process waste effectively.

Organisation Six Sigma

The Six Sigma philosophy aims to manage processes to minimize errors and reduce process variability, often employing statistical methods. In contrast, Lean management focuses on waste reduction. Both methods share a disciplined, fact-based problem-solving approach involving all employees in Lean or Six Sigma activities. Implementing both programs simultaneously is common to maximize their effectiveness.

PDCA cycle

The PDCA cycle is an iterative management method with four steps: Plan-Do-Check-Act. It manages processes for business, manufacturing, and continuous improvement.

Planned maintenance

Planned maintenance, a concept of Total Productive Maintenance (TPM), aims to reduce losses from unexpected breakdowns by implementing preventive and predictive maintenance procedures.

Poka-yoke

Poka-yoke (ポカヨケ), meaning "error-proofing," is a system developed in the 1960s as part of the Toyota Production System to eliminate the possibility of human errors in production. It was conceived by Shigeo Shingo, a Japanese engineer known as the father of the Toyota Production System. The main goal of poka-yoke is to design processes or products in a manner that enables operators to perform each step flawlessly, without any errors.

Audit

Review of company documents and systems by an independent professional person - auditor

Benchmarking

Continuous and systematic process of comparing products, processes, and methods with competitors, latest trends, and overall industry trends to identify opportunities for improvement and strive for excellence.

Black belt – Six Sigma

A Black Belt is an individual with advanced expertise and experience in Six Sigma, a highly data-driven approach to process improvement based on statistical process control methods.

Brainstorming

Brainstorming is a collaborative technique used by teams to generate numerous ideas for a chosen topic. Its objective is to unleash the creative energy of participants and explore a wide range of potential solutions to the problem.

CRM

CRM stands for Customer Relationship Management. It focuses on actively creating and maintaining mutually beneficial, long-term relationships between customers and the company.

DMAIC - Project management model

DMAIC is a cyclical, data-oriented project management sequence used to improve, stabilize, and optimize processes. It's a vital tool in Six Sigma projects and adaptable for other continuous improvement techniques.

Green belt – Six Sigma

A Green Belt is an individual with moderately advanced knowledge and experience in Six Sigma's statistical process control methods.

5S Method

5S is a method for creating a safe, organized, and efficient workspace in various environments, such as production, warehouse, and administrative settings of different scales, like offices, workbenches, and production lines.

Affinity diagram

An affinity diagram is a powerful tool that facilitates the grouping of ideas or data based on the natural way of human thinking, organizing concepts into categories instead of individual elements. This method allows for more efficient and intuitive analysis and understanding of complex information.

The PSCR has replaced and supplemented the PSB

What is the difference between PSB and PSCR? Why is PSB no longer enough and what has changed? What training should you undergo?

What must the manufacturer meet to make the products safe?

Each of us encounters everyday activities that we find so trivial that we pay virtually no attention to them: shopping. We exchange tangible goods for goods that we want to use or consume. Every time you put a pastry in the basket, order a new TV from the e-shop or choose a new car, you trust the manufacturer. Trust lies in the assumption that his product will satisfy your needs. But what you probably don't expect is the fact that the dream product can endanger your health, life or harm you.

Total Productive Maintenance - The road to almost trouble-free production - Part Two

TPM is a programme that significantly affects and changes the relationship between departments and employees, even if it is not its primary goal. Therefore, changes need to be made gradually, step by step, so that the next stage can be built on solid foundations. If a company decides to implement TPM, the decision must be clear and irreversible.

Total Productive Maintenance: The Road to Almost Trouble-Free Production - Part One

After the recovery of Japan's war-torn economy, the issue of machine maintenance came to the fore. The production plants worked using preventive and productive maintenance methods, which were imported from the USA. They were based on the idea of preventing the failure before it occurred, thus saving the money needed to rebuild the equipment. In addition, the intervention in the facility went according to plan, which was much more effective than in the event of an unplanned failure.

5 main limits why Lean Six Sigma is not omnipotent

Lean Six Sigma is a powerful tool for eliminating losses (Muda/Mura/Muri) or problems in any process. In Lean Six Sigma, discipline must be followed and decisions are made based on the analysis of measured data, i.e. knowledge of the problem. Although they often appear impersonal and inhuman, the opposite is true. But what are its limits and pitfalls?

What is the purpose of SPC - Statistical Process Control?

Explanation and understanding of the terms SPC (Statistical process control), Gaussian function (Normal distribution curves), control charts, capability indices and process performance indices. Brief description of how to put SPC into practice.

How to keep the 5S method working?

First of all, it must be acknowledged that there is no precise guidance on how to keep the 5S method working. We will not reveal a revolutionary solution to you here either. In such a case that would be very easy. We will try to provide you with a few tips and tricks so that your employees do not consider 5S annoying and that they cooperate in its maintenance and functionality.

INTERVIEW: What is Lean Six Sigma

Lean Six Sigma is a set of techniques and tools that help prevent the loss of materials, energy, customers and human resources. The focus is on the customer, as an external agent and the employee, as an internal and most important factor. Lean Six Sigma is a way of sincerity, humility and striving to make people happier.