Saverio Cafasi

Executive-level interventions with management committees to structure quality governance, secure operational performance, and lead transformation phases in demanding industrial contexts.

Achievements: Strategy: Developed the group's quality roadmap and policy, engaging the Executive Committee and stakeholders => implemented 4 exchange platforms for over 60 quality managers; established 14 new interdivisional standards to improve quality processes and collaboration. Organization: Created and structured the group quality team and implemented a governance framework for the global quality network => 3 division managers and 6 regional coordinators in less than 7 months. Performance: Defined and monitored quality KPIs, optimized reporting, trained teams, implemented Q_alerts, activated task forces, and managed 80/20 projects. => -10% product complaints, -20% service complaints, and -15% costs related to complaints. Digitalization: Launched 5 digital quality control and change management tools. Improved response to market needs and disseminated customer-centric culture by introducing the Net Promoter Score (NPS) KPI and Critical To Customer (CTC) characteristics.

Challenges: As part of the CNH and IVECO merger, integrate the commercial vehicle quality team, optimize the supplier base, implement centralized packaging management, and establish a dedicated Quality Management System (QMS) for the remanufactured product range.

Achievements: Management: Integrated 12 employees from the commercial vehicle quality team after the CNH & IVECO merger within 3 months => 2 Quality Conventions per year, mentoring, weekly site reviews, monthly team meetings, 1-2-1s. Performance: Rationalized reporting and performance KPIs, integrated the APQP method (IATF16949), initiated weekly monitoring of TOP 5 technical and logistical priorities => -10% customer complaints and supplier non-conformities (PPM), -5%/year warranty costs, from 3000 to 2500 supplier codes in one year, -10% Reman failures, brand switch, and packaging re-sourcing in 9 months: -15% costs & product codes. Processes: Adopted best practices from Lean Supply Chain "World Class Logistics" (WCL).