István Tóth has over 15 years of experience in engineering management roles. He received his MSc in MBA from the Budapest University of Technology and Economics. Currently he is a Senior Product Engineer and Project Manager at NI Hungary where he leads product transfers and implementations. Previously he held roles as Back-End Process Engineering Manager, Value and Manufacturing Test Engineering Manager, and Value Engineering Manager where he improved production processes and quality.

1. Resume
Personal data
Name: István Tóth
Date of birth: 05.January 1981
Address: Derék Utca 68. 6/52,
Debrecen, 4031
Email: hutothi@gmail.com
Phone: + 36-30-415-0281
Education
• 2008 – 2011 Budapest University of Technology and Economics, Msc MBA
program, management faculty.
• 2000 – 2004 Budapest Technical College, Kando Electrical Engineering
department, within Automation and Digital instruments faculty.
• 1995 – 2000 Verebely Laszlo Electro technical school.
Employment history/Work experiences
NI Hungary Ltd. Debrecen, subsidiary of National Instruments Co.
• 2012 Január – ... Senior Product Engineer and Project Manager
- My first task was a brand new product implementation. I was the program
manager in Mfg who coordinated the Mfg support engineers and operation staff
during the project. My goal was that during the prototype runs gave feedback and
suggestion to RnD team in Austin to make the product more cheaper and easier
produce. The production process of the product contains SMT, hand Assy and test
operation steps. The date of the product introduction for customers was strictly
defined by marketing, and of course we had to solve all problems and issues until
that time. The product was presented on the annual customer event in Austin. We
had to design several Mfg fixtures, like assy fixtures or other tools, that was
coordinated by me.
- My main task is product transfer coordination and project management. My
biggest project was the product transfer to Hungarian facility because of the
shutdown of the mfg site at headquarters. I transferred more than 300 products
within 9 months that was 5 months earlier the planned shutdown and project
close, which resulted significant cost save for Mfg organization. I worked with 50
people during the project. The biggest challenge was the coordination of the
people at sender site, who knew their not positive prospect after the project. My
further subtask under transfer is to give suggestion and scenarios the management
about which products we need to transfer or pull back between facilities in

2. Malaysia and Hungary. All of these was considered based on grow, tolls and
equipment, capacity, transfer and investment, technology and RnD attendance at
the particular site.
- My third task in this position is RF product transfer and implementation
during an acquisition. The main challenge was the time, because I got 2 months
for the transfer. These products required absolutely new and different technology
than NI had before on assy and test side, otherwise the acquired company has
different production and documentation system. During the project I have had to
coordinate the production cell design and building, equipment transfer and
purchasing, knowledge transfer, finance and custom support, head count planning
and the communication between the two company.
• 2011 May - … Back_End Process Engineering Manager
I crated the BackEnd Process team and I was responsible the process and
technology management of the assembly, test and final inspection areas in
production. The team built up by 25 engineers. My main task to found the
process engineer team from the old Value team and integrate the necessary
process and industrial engineering knowledge. Furthermore I have made the
fusion of the test and process engineering team into one organization and sync the
tasks and responsibilities of the two teams. In this position I could try my new
knowledge from MBA like, knowledge management of engineers, human and
resource management of the team (cost center, carrier, information, people
development and reviews). With these new knowledge I reached the 86%
engagement and satisfaction level in the team.
My biggest project is the BackEnd area reengineering, based on Lean thinking
and it contains the vision of the possible layout of the manufacturing and
construction, the strategy of the process flow(material, product, information),
technology definition, process optimization, quality, quantity and efficiency
metrics and targets definition. Project management based on DMAIC method
from Six Sigma. With the new way of the production and improvements I could
handle 20% volume increase without and headcount investment.
From test engineering point of view, I created some new metrics to measure the
quality of the problem solving, solution and exploration of the recurrent failures,
lead the and on time delivery of the new test system implementation, and the
return benefit of the continuously improvement of the test systems. I could reduce
the number of the daily problems by 30% with the recurrent failures reductions
and improvements on test systems.
• 2010 August – 2011 April Value and Manufacturing Test Engineering
Manager
New role to reorganize the manufacturing test engineering and create the vision
and define the strategy of the team for the new tasks in the future. The biggest
challenge was to increase the engagement and satisfaction of the team, but it was
a successful project. The result jumped from 50% to 68%.

3. • 2008 August – 2010 August Value Engineering Manager
The team is a continuously improvement team to increase the efficiency of the
production and reduce cost of the production. Furthermore improve the quality of
the products and processes of the production. In this position I had a chance to
improve my people management skill, and got know and use the different quality
management tool. Otherwise I could work with management to got more
experience and because of this I had started the MBA course at the Budapest
University to get more knowledge about the professional management technics.
During this time I am working in a Lean foundation team to change the thinking
of the organization.
• 2006 January – 2008 July Tech Lead of the FVT(Functional Verification
Test) development team.
Coordinate the NPIs (New Products Implementation) and the projects of test
engineers in the test development team. Managing the test SW and HW
development projects and develop, improve test code for products. Furthermore
give technical support for engineers during the test development projects. In this
time period I was acting as FVT development team manager also for 6 months
and I had to work so close with the RnD engineers and managers in US. In this
period I had chance to improve my people and project manager skills.
• 2005 February – 2005 December, FVT(Functional Verification Test) test
support team lead.
Coordinate the FVT support team. The team contained 20-25 people, technicians
and engineers. I was responsible for coordination of the production support on the
test area. I had daily contact with the management, production and planning,
because of the priority set of the business. In this position I was able to do
technical and people and performance management roles. I planned and
coordinate the budget of the team.
• 2004 October – 2005 February, National Instruments Co. (Texas Austin)
I was on a technical and leader training course at the headquarters in US. During
this time I transferred products to Hungary and developed functional tests for a
couple of products with the RnD teams.
• 2004 Jun – 2004 October, FVT(Functional Verification Test) test engineer.
My main tasks were to support the production and handle the daily problems on
the shop floor. Furthermore I had to keep the contact with the Test development
engineers in US.
• 2003 September – 2004 Jun, Intern.
I was intern in test engineering. I was working on my thesis and production issues
with test engineers.
Skills and Competences
• Account/Cost center
management
• Quality management and tools
• Project management
• Human resource management
• Situational Leadership

4. • Lean management, philosophy
and tools
• New Product Implementation
• Process management
• Good communication in
Hun/Eng
• Computer SW-HW knowledge
more than user level (Office,
Oracle, P4, Agile)
• Computer programming
(LabView, C, Assembly)
• Electrical Engineering
• Production support management
• Project management
Other certifications and training
• B category driving license
• Advanced level English
• Project Management (Systemation)
• Situational Leadership (AD SIDERA)
• Lean foundation (Leonado Group)
• DMAIC as project management (E-Con Solution)
Hobbies
• Outdoor activities
• Fishing
• Model railway