Broad experience in a variety of roles, from lean mfg to shop ops management
Data querying and analysis, implementing new operational policies based on insights
Theory and modeling experience, both in academic and professional settings
Direct and indirect leadership of technical, operational and cross-functional teams
I'm an engineer with 4 years of experience in manufacturing operations, mostly in the aerospace industry. My strong suits are my understanding of industrial production (gained through a rotational program at GE) and my analytical skills (honed at MIT). I love my job because it's meaningful: turning ideas into products is the engine of progress, and manufacturing is key to make it happen. As Elon Musk said, "ideas are easy, execution is hard".
In my free time I practice martial arts, mainly Brazilian Jiu-Jitsu. This has taught me discipline, hard work, and focus (all necessary when I competed in the European IBJJF championship in 2018). I've also made some of the best friends of my life through martial arts: I co-founded Jiu-Jitsu clubs in Italy and Boston, which brought me a lot of happiness and fulfillment during my time at MIT.
I have a track record of successfully leading technical teams on big improvement projects, having worked on some amazing projects in manufacturing at GE Aerospace. During my rotational program, for instance, I successfully managed a team of engineers to implement four new transformational technologies for gear production. Another time, I led a team of developers to implement a production scheduling algorithm that I made and it ended up being used in multiple production plants.
The Operations Management Leadership Program is GE's signature rotational program in manufacturing operations. It consists of three challenging assignments and an international learning curriculum.
HARK is a SQL-based program for optimizing production schedules based on demand and inventory position data. I conceived the algorithm and led a team of developers in the implementation, which began in my department and was eventually adopted in the two major Italian plants.
Transformational modernization of a gear manufacturing process: 4 new technologies in machining and heat treatment bringing a 40% lead time reduction. I led a team of 12 engineers in the qualification and industrialization of the process, until it was ready for mass production.
Capstone project at MIT, in collaboration with BMW. The goal is to optimize the inventory of end-of-life components, in order to minimize the cost of obsolete inventory and prevent stock-outs. We used variations of the Newsvendor model under robust optimization and machine learning formulations.
Inventory mgmt project covering goods receipt, inspection and storage ("gate-to-warehouse"), resulting in a $2.4M (91%) reduction. I developed a digital twin leading to relayout and rebalance of workforce, automated digital operations and held twice-weekly control tower mtgs with stakeholders.
Optimization project in waste management at MIT, sponsored by Avalex (Netherlands). I implemented a two-step process, selecting five facilities from a set of candidates and optimizing vehicle routing. This resulted in a 32% decrease in daily distance traveled, which amounted to an average of 1700 km/day.
Project in building energy efficiency optimization at MIT. Given a set of available technologies to improve the efficiency of legacy buildings, I planned the implementation over the years maximizing the energy savings while complying with yearly budgets and leveraging governmental rebates.
Shoot me an email at andreaes@mit.edu or connect with me on LinkedIn