Jan Duba

Senior Consultant, Mentor After graduating from university Jan Duba worked briefly as a teacher of computer science and programming but he soon moved into the commercial sphere. He operates rimarily in the areas of changes to corporate strategy, process and project management, human resource management and performance management. He is also recognised as an expert in the field of Information Technology.

Education:

• Brno University of Technology, Faculty of Electrical Engineering
• The General Management Programme, Business School Netherlands

• 7 years - Company Director - Information Technology, System Integrator
• 2 years - Operations Director - Electrical Engineering production, logistics, maintenance, facility, projects
• 2 years - Production Manager - manufacturing, internal logistics
• 12 years - Quality Manager - Electrical Engineering, Project Management

• Supply Chain Management, Value stream Coaching
• Business Process Improvement, Change Management
• Executive Coaching, Management Consulting
• Project Management, Team Leadership
• Quality Management ISO 9001, ISO 27 000, ISO 20 000
• Action Learning

• IT, services, projects
• Manufacturing industry, mechanical industry, equipment for industry

• The project for the complete replacement of the IS (ERP, MAZ, APS, MIS) at the TOKOZ a.s. Company received an award from the Editors of CIO Business World as the Case Study of 2013
• The unification of a technology platform and the reduction of overall costs and the integration of information systems, the implementation in the manufacturing plant of processes in accordance with the ITIL standard
• Determining the strategy, the company restructuring and the introduction of a new HR Management System in the manufacturing plant
• The definition of the strategy and the implementation of the transition to Process Management with the support of the Balance Scorecard structure (KPI), establishing the rules for reporting and process control that are implemented by the system integrator
• The project for the creation of a new ICT strategy, addressing the IS exchange and application integration; support for the project management of contracts implemented by the transport company
• Change management of the internal logistics in order to reduce costs by 20% per transported unit
• Change management of the corporate culture. The transition from a reactive to a proactive manner of thinking; implemented from top management to executives.