PETER M. LYNCH II

• Accountable for a network of seven manufacturing sites worldwide in six different countries
• Responsible for a strategic global organization within the Lenses business, responsible for producing core elements of products, and focused on the development of new technologies, providing best possible quality, leveraging on footprint flexibility, serving both internal and external markets, and drawing on our best talents within the organization
• Ensure delivery in terms of Service, Quality, Cost, thanks to their global view on technology, implementing process harmonization and best practice sharing
• Initiated and leading transformation projects supporting the manufacturing footprint evolution and alignment with the market destination, needs and end to end supply chain

• Responsible for the strategy, leadership and management of multiple USA Mass Production sites within EssilorLuxottica
• Three Sites: Dudley, MA, Salt Lake City, UT and Pinellas Park, FL
• Responsible for building a cohesive team of management staff dedicated to best in class business operations and customer service
• Leading the team and sites towards operational excellence, while championing integration activities as we become one, newly formed company

• Site head for vertically integrated Thermoplastic site based in Massachusetts
• Lead site in terms of SQDCM
• Created COE Model in new organization
• Implemented automation improvements: Physical and digital
• Delivered 2.5% cost reduction on COGS, overcoming inflation

• Lead the largest Ophthalmic lens manufacturing site within the group: 2500 employees producing over 75m lenses annually
• Drove SQDCM at the site to achieve budget targets + stretch ambition
• Successfully negotiated union contract, within mgmt
• Target, with no work stoppage – 1st time in history
• Initiated Transformation projects with foot print change to the site and midterm strategy definition + 1st implementation

• Managed 24/7 state of the art facility in Industrial estate 1 hr
• Outside of Bangkok
• 500 employees producing over 40m finished goods over 7 high speed, fully automated manufacturing lines
• Lead the site during the key launch of version 8 of Transitions photochromic coating
• Developed and executed mid to long term manufacturing strategies for the site
• Ensure financial objectives are met or exceeded for the site
• Work closely with cross-functional global teams, such as engineering, procurement, and logistics, to ensure seamless coordination and communication throughout the supply chain
• Manage and develop a high-performing manufacturing team, including hiring, training, mentoring, and performance management

• Deliver world-class quality products and maintain that quality throughout the duration of the manufacturing lifecycle
• Lead the analysis and improvement of quality operations in the region, including factory and supplier controls, incoming and out-going auditing, and the system and processes to maintain world-class manufacturing processes and systems
• Focuses on Quality management and key quality operation strategies execution by establishing long/short term regional targets aligned with the global quality objectives
• Provide strong regional support to a matrix organization - collaborating with talent, identifying gaps, and rooting out inefficiencies

• Responsible for the overall leadership, management, direction and coordination of the Polycarbonate production operations within the largest Manufacturing facility at Essilor International
• Responsible for eight total departments within the Polycarbonate Business unit
• Production personal – Operators, Leader, Supervisor and Managers
• Injection & Tooling Engineering – Technicians, Engineers and Sr
• Engineering
• 450+ total employees in the Production organization
• 30+ million Finished single vision lenses produced annually
• Responsible for managing operation at a $19 million usd total Production value
• Improved Productivity by 11% through implementation of standard work and removal of waste in the operations
• Improved Quality to the customer by over 60%; improving intrinsic quality and the quality gates
• Improved Finished Good Yield by 4.2% through improved process control and strong performance management
• Successfully deployed LEAN manufacturing initiative => reducing lead-time by 30% and batch size reduce by 40%
• Improved Employee satisfaction from 79% satisfied to 89% satisfied
• Project Leader for Pilot plant within Essilor, successfully deploying Behavior Based Management program

• Responsible for management of the production operations in a 24/7, 347 day a year manufacturing facility producing ophthalmic polycarbonate prescription clear and polarized lenses
• Responsible for seven departments [Molding, Hard-Coating, Finishing and Inventory & Distribution]
• 4 Managers – Direct reports
• 8 Supervisors – In-direct reports
• 270 total employees in the Production organization
• Responsible for $19 million yearly budget
• 18+ million lenses shipped annually at a >99.5% service level
• Exceeded results in terms of safety, quality, cost, delivery and morale year over year
• Optimized resource utilization by implementing an effective Production system within organization
• Ensured complete compliance to ISO 9001, ISO 14001 and OSHAS 18001 system
• Acted as a change agent and mentor for moving the Product team to a value-driven quality and productivity culture through the use of three key elements: Leading, Empowering and Partnering
• Champion for Continuous Improvement, Lean Manufacturing, Six Sigma, 6S and a High Performance Work Team Culture
• Acted as the bridge builder for benchmarking activities between the 4 polycarbonate injection molding facilities within Essilor’s organization
• Created strategy and planning around training and development of the team and team members
• Improved Clear PAL products unit cost by 13.54% (2009 – 2011)
• Improved Polarized PAL/SFSV products unit cost by 14.32% (2009 – 2011)
• Improved Clear products productivity by 31.14% (2009 – 2011)
• Improved Polarized products productivity by 27.49% (2009 – 2011)

¨ Trained employees on eliminating 7 types of waste --- overproduction, inventory, transportation, processing,

Waiting, product defects, motion.

Developed a weekly group meeting (PQI Team) to transform the area into 'Hospital Clean,' plant benchmark level.

Jointly initiated, with the Resident Engineering Group, tracking and analysis of test stand-related failures to identify and.

Eliminate rejects in an effort to improve FTTC, and cut down on the number of repairs required.

Implemented a failure meeting/review with a cross-functional team consisting of team leaders from sub-assembly.

Machining and engineering to evaluate rejects in real time and disposition parts as salvageable or scrap within forty.

eight hours

Worked with a cross-functional team to successfully meet the launch date, incorporating installation, training, a preventative maintenance schedule, and a long-term sustainment plan at benchmark levels.

Developed PFEMA for each line, with plant-level and corporate engineering.

Wrote standardized work instructions with the MQAS group and team members.

Established small groups of employees that function as the owners and basic units of the production process to share common tasks, support each other, and achieve common goals through continuous improvement.

Coached, mentored, and developed pilot team leaders in the area to support teams in meeting and exceeding SQDCM measurables, and focusing on continuous improvement.

Key member to retain ISO 9000 certification: audited existing processes, identified critical gaps, and designed new corrective procedures for varying processes.

Implemented quality improvement programs, including layered process audits, root-cause analysis, practical problem-solving reports, and 5-why analysis.