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Luciano 63 ans Arrondissement de Thuin |
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| Large expérience en change management et excellence opérationnelle |
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Expériences professionnelles |
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LUCIANO MANAGEMENT SPRL
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Jan 2017 - Aujourd'hui |
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NLMK S.A.
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Mai 2022 - Fév 2023 |
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Mission: TRANSITION MANAGEMENT in order to respond to the departure of the recently promoted HSM Production Director and to the change management induced by the first tranche of the investment (€130M) implemented in 2021, still in its transitional phase about full effective control of the new processes at the production teams level. Appointed by the Operational Director Achievements: Replacement for 10 months of the HSM production manager: 6 production departments - 7j/7j (Sub-processes : Slab yard & reheating Furnaces, roughing & finishing mills, control cooling & downcoilers - strapping, maintenance & grinding of cylinders, production personnel, process control departments) - 180 people (145 operators & 25 engineers ) >Operational excellence: Implementation of 6S - Sponsor 6 sigmas - focus on continuous improvement process & Kpis - Focus on the role of production in controlling preventive maintenance actions- focus on the right stand of team leaders responsabilities & on the rigor on checklists & SOPs applications - focus on transparency and the effective upstream inflow of information from foremen - strategic axes 2023 - focus on the process of developing the operators skills (skills matrices , target teams, training, etc. - Amdec & monitoring plan >Coaching of the 6 production managers (N-1): mbo, rigorous monitoring of actions & projects for the stabilization & reliability of the production process > Phase 2 investment projects (€50M): PIR phase 1 and active with the remaining projects with the PMO department >Following the departure of a head of the control cooling & downcoiler & strapping department, ensure the interim on the complete production management (monitoring production -maintenance-investments-training) |
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BEP Namur; BEP-BEP ENVIRONNEMENT-BEP
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Juin 2020 - Fév 2022 |
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2 successive missions: March 2021 to February 2022 Executive interim Manager , Facility Manager for the 3 entities BEP-BEP ENVIRONNEMENT-BEP TERRITORIAL DEVELOPMENT, Namur head office - 90 buildings Mission: TRANSITION MANAGEMENT in order to respond to the new organization of the technical asset management department, to new structural and organizational issues and its digitalization, mandated by the General Manager Achievements: Replacement for 9 months of the Facility manager: team of 4 technical managers + 3 workers Establishment of an organization ensuring cross-functionality for the 3 entities, intervention management procedures, dedicated support software (CARL software - Berger Levrault), specifications for public contracts for service providers. Develop an action plan in terms of human and material resources to meet the objectives of maintaining the state of health of assets, productivity, quality in service to external or internal customers |
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Floreffe headquarters
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Juin 2020 - Fév 2021 |
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The environment department includes the wood & bulky sorting-shredding chain, the monitoring and postmanagement of a technical landfill center, and the green waste composting center Mission: TRANSITION MANAGEMENT in order to respond to the departure of the Industrial Management Manager and to new structural and organizational challenges, mandated by the General Manager Achievements: Replacement for 6 months of the industrial management manager following his departure : 4 engineers + 11 workers Develop an action plan, develop and implement it, and ensure its continuity to meet the objectives of productivity, profitability, quality and deadlines Support for an investment project for the automatic storage of wood chips. (2.5 M €) |
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NEOCERAM S.A.
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Oct 2018 - Mai 2020 |
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((EUR 12 million - 120 people). Very strong growth company with a notable deterioration in quality, deadlines and margins. The organization has evolved less quickly than its growth. Mission: TRANSITION MANAGEMENT in order to respond to the unscheduled departure of the Production Manager and to new structural and organizational challenges and skills needs resulting from high growth, mandated by the CEO Achievements: Replacement for 6 months of the production manager following his departure : 8 production departments - 50 workers and decline an action plan, develop and implement it, and ensure its continuity to meet productivity objectives , profitability, quality and deadlines: > Implement the ERP (Brainstorming) production planning module from a "manual" planning and its implementation in production, develop a production unit sizing module and a capacity increase budget plan specific to each department, set up a GMAO module and the organization of preventive maintenance > Develop KPI dashboards for reporting at managerial level and communication to operators > Implement field quality management: reduction of customer complaints and the percentage of rejects, risk and change management. Quality trainer. > Set up a management of machine and operator productivity, and development of a new time & methods department > Coaching of the new Production Director and new hires > Implement the new work regulations, set up absenteeism management (Bradford index) > Offer short-term solutions to extend production capacity (overtime - taking a break - new machines - anticipatory orders, etc.) |
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Luciano DAPRA; FONDERIE SR S.A., subsidiary of the BSG Group CALDAIE
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Mars 2023 - Aujourd'hui |
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Mission : Ensure the Belgian and International COMMERCIAL DIRECTION (customer portfolio up to € 10 millions) Achievements : Renewal of product ranges & Launch of the range of Biasi wallhang boilers (Belgium & France) - Implementation of a program to restore confidence to the Belgian clientele - Implementation of a webmarketing strategy (Belgium & France) - Opening new OEM customers - Middle East Development |
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SAINT-ROCH COUVIN S.A.; ZAEGEL-HELD S.A.
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Jan 2001 - Oct 2017 |
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Mission : >appointed to manage the Belgian and French subsidiaries with full financial, administrative, industrial and commercial responsibilites (130 people - * EUR 20 millions sales) ; >assigned in 2010 by the group CEO to reorganise the French branch. Achievements : * 2013-2018 Development, implementation of a CM (change managment) project for an acquisition project, redirect and redefine the use of resources: reduce all costs - manage the cash flow of the company ( stocks -planning - suppliers-clients) - Ensure and maintain a good level of team motivation - Manage the communication with the media - Manage the relations with the financial partners - Manage the contacts with the legal entities - Manage the contacts with the candidate buyers potential (due dillingence)- Managing relations with trade unions marketing and sales policies departments, reduced employees by 40%. |
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TIMAC POTASCO S.A.
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Jan 1995 - Jan 2001 |
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Appointed to manage the manufacturing plant - EUR 31 millions, 100 people -, and to make it competitive. Achievement : * increased production from 100,000 to 250,000 To/year ; * implemented an industrial policy in line with the Group objectives ; * reorganised the team structure ; * managed new investments (± 20 millions euros) ; * developed preventive maintenance program ; * implemented TQM solutions ; * developped the environmental policy ; * reduced drastically accident rate ; * decreased significantly customers' complains ; * established communication with Group sales departments. |
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L'OREAL BELGILUX
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Jan 1993 - Jan 1995 |
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Achievements : * implemented the JIT method (Kanban) adapted to MRP ; * implemented the SMED method and the preventive maintenance procedures; * reduced the changing time by 300% ; * sizing the cosmetics production unit ; * reduced finished products stocks ; * worked out ISO 9003 action plan ; * improved customers service rate from 90 to 95 %. |
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SCABAL
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Jan 1989 - Déc 1992 |
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BAXTER TRAVENOL
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Jan 1983 - Jan 1989 |
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Certification |
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2010 : Management et protection de l'environnement |
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Formation |
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Langues |
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Anglais : Bilingue ou langue maternelle Italien : Bilingue ou langue maternelle |
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