Mieux vaut prévenir que guérir

Note Globale    

Basile

47 ans

Basingstoke

Basile
Manager de Transition, Secteur Automobile

Expériences professionnelles

 

Gestamp Allemage
Bielefeld

Directeur de Fabrication et SC pour le département d'Emboutissage

Jan 2022 - Aujourd'hui

· Lead and drive the P&L of scoped responsibly,

· Responsible for the operational management of the Independent Stamping business of the site consisting of 4 streams 35 presses and 475 operators,

· Accountable for End-to-end SC, customer interface and new project development

· Training, coaching and mentoring managers through continuous improvement initiatives, to deliver P&L commitments,

· Set priorities and targets to meet regional objectives, be the liaison person with Regional CEO,

· Lead new project & product launch to be aligned with project budget and timelines.

· 18 months in position and already :

  • Eliminated weekend overtime and increased efficiency by 25%

  • Reduced backlogs and customer escalation from Level 3 to Level 1


Zinis Consulting ltd
Bielefeld

Directeur General & Consultant Indépendant

Sep 2020 - Déc 2021

Amelioration performance des presses de 400T a 5600T


RENAULT - NISSAN CONSULTING, UK
UK

SENIOR CONSULTANT & PROJECT MANAGER

Sep 2015 - Juin 2020

Managing and delivering projects for Renault-Nissan Alliance, internal as well as a variety of external partners & clients across a variety of industries to ensure Safety, People, Quality, Cost and Delivery targets are achieved.

External Client: Gestamp (Tier 1 automotive supplier for metal component, €5bn, 17 sites)

  • Gestamp Hungary: Elimination of €600K monthly cost in a space of 12 months while ensuring customer quality requirements:
    • Implementation of a complete daily management system through KPI performance monitoring,
    • Coaching of all site’s senior and middle level managers for effective daily management of the plant
    • Deployment and implementation of Short Interval Control Centres
    • Implementation of Bottleneck Management System to improve throughput
    • Training & coaching of problem solving from top management to operator level to improve problem solving effectiveness and sustainment
    • Facilitation of various Kaizen events for bottlenecks and direct labour productivity
  • Gestamp Germany: Alignment of Plant performance to 2020 Strategic Plan (increase profitability)
    • Project Management for delivery on time and in budget while respecting service level agreement
    • Reduction of 26 FTE within first 6 months of the project while maintaining service levels to customers,
    • Coach plant Director and his direct reports to drive performance through data-driven decision making and follow-up,
    • Facilitate, support and coach in creating a performance driven strategy to all middle level managers to drive OEE improvement,
    • Facility OEE Kaizen events
    • Implement a structured daily management methodology in 3 levels of management,
    • Establish a strong, trustful and transparent relationship with CEO and Country Manager,
    • Management of the consulting team in place

External Client: Trelleborg Group (€2.5bn turnover, one of the largest manufacturers of industrial rubber products in the world, 127 sites over 40 countries)

  • Development of future Plant Managers and Operations Directors of the group,
  • Delivery of an action learning training of all Lean Disciplines of the Group’s Production System to achieve business strategic KPIs in all plants (Europe, Asia, USA)
  • Deployment of the Global Manufacturing Excellence (ME) Program, the program has as a purpose to train and develop each manager’s skills in the production system and implement all the tools at selected sites, This includes:
    • Project Management of 28 Performance Improvement Projects per year delivering €1,5M / Year,
    • Managed already 6 ME Schools (15 managers / school / year),
    • Train leadership skills to enable managers to deliver performance targets set by the group at their sites and coach them to develop their own local teams,
    • Provide consulting advice and regular 1-2-1 feedback to the Group’s VP of ME for current & the future of ME, Insight on potential people, opportunities and improvement activities.

External Client : Le Bélier (Tier 1 automotive supplier of moulded aluminium parts, €400M, 12 sites)

  • Perform Multi-site Industrial Diagnostic to identify the gap of lean manufacturing maturity,
  • Design and facilitate a Strategic workshop with all plant managers & the CEO using as key input the industrial diagnostic:
    • Define top level initiatives to revive the Production System,
    • Define key milestones to deploy the production system
    • Define actions to develop local structures (at each site) to drive production system effectiveness,
    • Develop a harmonized maturity assessment system

Internal Client : Renault – Nissan Factory Morocco, (Duration : ongoing)

  • Delivery of Renault's strategic initiative to reach 500,000 produced vehicles by 2021 so that the site can accommodate new projects by ensuring that all production workshops have achieved lean maturity assessment level 4.
    • Responsible for Coaching a Welding workshop’s Group Leader and Team Leaders of 260 employees
      • Provide professional and individual support to 3 Group leaders and 3 Team Leaders in their daily life on the shop-floor to challenge the status-quo and be able to use the system and the tools at their advantage to overcome the daily challenges stepby-step and improve their competence making an impact and to act as a coach to their own team-members
      • Support the managers in driving the right results and decision making based on facts and using the tools of the production system
      • Work on the emotional intelligence skills to drive their team’s performance

Internal Client : Renault France, (Duration: 12 months)

  • Delivery of Renault's Strategic Initiative to introduce a Nissan Production for the first time to the Renault Flagship Plant in Paris, (Duration: 12 months)
    • Operations Results Achieved: 50% reduction of Quality defects, 7% OEE improvement and Lean Maturity level 3
      • Responsible of the Operational Performance of an Assembly Workshop consisting of 280 employees, 1 Senior Production Manager, 3 Group Leader / Shift Managers, 6 Team Leaders / Senior Supervisors and associated support functions,
      • Coaching of Workshop Production Manager, his direct reports (Shift Managers, Senior supervisors) and when was needed the support function heads of the workshop in the application of Renault-Nissan Production System (APW) to achieve KPI results,
      • Development of managerial skills of workshop’s functional heads enabling them to achieve their objectives of the department,
      • Delivery and facilitation of various Kaizen Events
  • Deployment & Implementation of QRQC (Quick Response Quality Control), a methodology of daily quality performance management to promote breakthrough quality improvement in 3 distribution centers of spare parts, each site employs about 1000 people, covers 150,000 m², manages on average 1,000,000 lines or 150,000 orders per day.
    • Coaching of each sites Senior Level Management Team,
    • Training and coaching of problem-solving tool according to QRQC methodology,
    • Stakeholder Management: Weekly / monthly progress review with HQ.

Client: Nissan Europe, (Duration: 3 months)

  • Project management and implementation of Policy Deployment project for Nissan Europe
    • Design the workshop for delivering Nissan Europe’s policy deployment methodology and Mid Term Plan (MTP) 2020
    • Coordinating all workshops with Nissan Europe’s CEO Office and delivering the workshops to all Nissan Europe’s Senior Level Management Team

KERRY FOOD
UK

MULTI-SITE CONTINUOUS IMROVEMENT MANAGER

Avr 2013 - Août 2015

Responsible for the implementation and application of Kerry Foods Production System (KPS) in 2 sites of approximately 500 employees with automated and manual processes.

Key duties included:

  • Lead and coach the sites’ Senior Management Team (SMT) in the Daily Operation Meeting, 1-2-1 training of SMT in lean manufacturing tools and KPS elements,
  • Perform maturity assessments to understand the gaps leading to Level 5 True Lean,
  • Train, deploy, implement and on the shop floor coaching of KPS tools and elements,
  • PMO duties: Management of all budgeted projects contributing to the Group performance,
  • Restructuring and implementation of new operating model within 36 months,
  • Leading monthly reviews with key stakeholders (BU MD, Head of Operations, Plant managers and Group KPS Lead) on:
    • Production system status,
    • New operating model
    • Maturity assessment progress review
    • Budgeted projects status

Key Results:

  • Reduction of Accident Incident Rate from 21% to 3 and Lost Time Accident from 48% to 5% with 5S,
  • 28% Increase in Productivity with Standardization,
  • 21% Equipment efficiency improvement, £1,1M waste reduction, £1,4M labour improvement (Direct & Indirect), £750K in Changeovers with the use of 8 Step Practical Problem Solving (PPS)
  • 33% Improvement in Customer Complaint Rate by reducing the Complain Per Million Unit KPI,
  • £600K savings from various kaizen events

PACO S.A
GREECE

INTERIM IMPLEMENTATION MANAGER

Oct 2012 - Mars 2013

  • Responsible for all new performance improvement budgeted projects,
  • Facilitate Kaizen Events to drive OEE efficiency,
  • Training and coaching site’s SMT to sustain results though a performance operating management system


BEDOR EXCEM
GREECE

BUSINESS CONSULTANT & PROJECT MANAGER

Août 2008 - Sep 2012

Managed and delivered end-to-end project by understanding clients' needs identified using Industrial Diagnostics and tailoring the advisory and delivery approach to ensure agreed deliverables are achieved.

  • Performed 16 Industrial diagnostics with 88% success rate
  • Delivered 11 End to end projects.

Project: CHIPITA SA, (Manufacturing of Confectionery & Snacks, €800M, 17 sites)

  • Scrap reduction: Target: 8%, Achieved: 8.2% (generating savings of £680K p.a.).
  • Production efficiency: Was: 67%, End of Project: 88% (generating profits of £944K p.a.).
  • Other improvements: Reduced time for machinery set up by 50%, improved capacity (kilos/hour) by 44%, and reduced machine stoppage time by 19% (generating £1,15M p.a)
  • Total savings: £2.77M.
  • ROI: 4.23/1.

CITIBANK INTERNATIONAL LTD
GREECE

INVESTMENT MANAGER

Août 2007 - Juil 2008

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ING GROUP
GREECE

INSURANCE ADVISOR,

Jan 2007 - Juil 2007

Managing of a Mutual fund portfolio


BRITISH GAS
UK

DISTRICT MANAGER

Jan 2006 - Déc 2006

Developing client portfolio in Gas & electricity


SCOTTISH & SOUTHERN ENERGY
UK

SALES ADVISOR

Juin 2005 - Déc 2005

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Certification

 

2016 : Master Trainer in Lean Manufacturing

2016 : Lean Six Sigma Black Belt

2016 : Project Management

2014 : Toyota Production System Certificate

Formation

 

2016     RENAULT NISSAN & BRITISH QUALITY FOUNDATION - LEAN SIX SIGMA BLACK BELT

2016     RENAULT ACADEMY IN FRANCE - PROJECT MANAGEMENT QUALIFICATION

2015     RENAULT - NISSAN ALLIANCE - MASTER TRAINER FOR RENAULT-NISSAN ALLIANCE PRODUCTION SYSTEM

2014     UNIVERSITY OF KENTUCKY - TOYOTA LEAN SYSTEMS CERTIFICATION

2006     UNIVERSITY OF WESTMINSTER - BA, INTERNATIONAL BUSINESS WITH FRENCH

Langues

 

Angais : Bilingue ou langue maternelle

Francais : Courant

Grecque : Bilingue ou langue maternelle

swahili : Courant

Espagnol : Notions

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