Directeur de Site

Additive Manufacturing, 40 employees, Turnover: 2 Mio€

Hire, develop and grow a high performing team to exceed defined quality figures and volumes. Design and implement an assembly process to provide best-in-class quality and achieve a turnover of 5 million euros in 2023. Develop a global and actionable strategy for the supply chain to reduce waste (waiting, quality) and always better serve customers.

• Sourced 5 main productions from Russia to Europe on a 6-month timeframe
• Set and go-live an ERP solution to assist global supply chain and facilitate procurement
• Reduce production lead-times of 30% (3 to 2 days)

Automotive, 700 employees, Turnover: 95 Mio€

Raise financial performances and growth thru the reorganization of product portfolio and the deployment of lean manufacturing. Boost plant operational performances through staff training and coaching, production flow redesign and massive investment of 5Mio€ on 3 years. Partner with human resources to elevate the performance of managers and employees by launching an annual performance evaluation program.

• Exceeded sales of 10% in 2019 while increasing EBIT of 3% with deployment of a production system in the assembly and plastic injection areas.
• Slashed customer claims by 45% and allowed the facility shifting from B to A rating for main customers (PSA, Ford, VW, GM) by leading 4 customer service initiatives.
• Achieved 90% On Time Delivery by sponsoring S&OP meetings and challenging factory loading plans while focusing on quality standards and material availability.
• Brought OEE at 70% (+12% in 2 years) by steering daily reporting meetings and challenging performances, corrective actions, target dates for implementation and preventive maintenance program.

Automotive, 370 employees, Turnover: 60 Mio€

Increase financial performances by deploying a comprehensive strategy challenging number of headcounts, machine efficiency and raw material utilization while increasing daily production output. Exceed customer expectations by setting demanding quality standards and launching projects (Six Sigma, problem solving, Kaizen event, SMED, 5S) to target a high level of product quality while reducing warranty costs. Challenge safety policies of the EnPro group and compete for the Free Injury certification.

• Established budgets, investment plans with associated key performance indicators (KPI’s) and targets for the 2 factories (turnover of $60M and $1.5M Capex)
• Hit 13% of Operating Income in 2015/16 while biting record production at 1.8Mio parts per days (+20%), On-Time-Delivery at 98%, and headcount reduction by 25% (on 3 years).
• Sponsored work standardization activity (release of 400 work standards), defined best practices of manufacturing, and supported on-site training for achieving 30 PPM in 2016.
• Built specific safety programs and launched the initiative “Injury-free factory” for the 2 productions facilities (80 % reduction of medical treatment case on 3 years)

Heavy Equipment, 1800 employees, Turnover: 260 Mio$

Improve efficiency of Tractors & Loaders assembly by installing high efficiency processes using Lean Manufacturing tools and problem-solving methodology to deliver machines to final customers in a timely manner. Define resources in terms of people & training, equipment's, assets to produce scheduled volumes. Drive cost savings initiatives on the 3 assembly processes.

• Drove a project raising production from 6 to 14 units/day by proposing an investment of 1.2 Mio€, leading line transformation and managing staffing plan, training and development with human resources (+50 operators).
• Achieved a 30% thruput time reduction and a 95% On-Time-Delivery of the Tractor line by setting and deploying a project to reduce work-in-process.
• Achieved 15% expense reduction by implementing Caterpillar Production System (standardized work deployment, workload balancing between stages)
• Acquired strong knowledge of Production systems and Lean manufacturing

Heavy Equipment, 6000 employees, Turnover: 1.2 Md$

Drive transfer of assembly for a 3-product range between Japan & Europe. Be responsible for the introduction of 8 new products focusing on hiring and training of new people, product quality, on-time delivery and expense management.

• Managed and mentored a multi skill team of managers, technicians and operators in a multicultural environment (500 employees, 3 nationalities)
• Steered production increase from 17 to 21 units/day by organizing staffing with H/R (+50 operators) and defining needs for training and development and by assessing existing equipment and assets.
• Hit 30% warranty decrease by leading a global quality project and reducing quality occurrences thru an in-depth analysis of data recorded in CRM.
• Learnt and applied local social rules (EH&S committees, work council)

Heavy Equipment, 1800 employees, Turnover: 260 Mio$

Lead a team of 2 foreman and 100 workers. Oversee daily assembly operations and be responsible for production, product quality, budgets, on-time delivery and relationships with union representatives.

• Led successful production ramp-up from 4 to 7 units/day
• Achieved 95% On Time Delivery by playing a key role in establishing good practices between operations, purchasing, logistics, human resources for during the S&Op instances.

Heavy Equipment, 1800 employees, Turnover: 260 Mio$

Drive transfer of manufacturing technology/process of welded structures between Japan & Europe for a full product range.

• Developed and designed 12 models of welded structures in conjunction with the design center based in Akashi-Japan
• Achieved 5% weight reduction of structures by challenging product design and running FEA and real-size testing
• Acquired a strong knowledge and expertise of welding technics (thickness varying from 5 to 50 mm)