Direction de site industriel

Management de crise – Direction intérimaire - Consultant industriel - Mentoring

Assignments in United States and in Czech Republic

Assignment in United States - Automotive Industry (welding, assembly, machining) - 2020

• Assessment of processes and methods
• Suggestion of adjusted KPI
• Assessment of staff
• Implementation of quick fixes to support P&L
• Definition of strategy, business plan, routines for management and middle management, daily follow up (SQCDP) and job descriptions
• Implementation of continuous improvement (QRQC)
• Follow up of results and proposal of improvements

Assignment in Czech Republic - Automotive Industry (powder painting, galvanizing treatment) – 2020/2021

• Crisis management
• Interim Plant manager
• Build a new management and middle management team
• Assessment of processes and methods
• Suggestion of adjusted KPI
• Assessment of staff
• Implementation of quick fixes to support P&L
• Definition of strategy, business plan, routines for management and middle management, daily follow up (SQCDP) and job descriptions
• Implementation of continuous improvement (QRQC)
• Follow up of results and proposal of improvements

Direct report to CEO (850 employees)

• Definition of the operations long term strategy and budget responsibility
• Management of safety department - HSE
• Definition of budget headcount and hiring plan
• Management of new lines implementation
• Management of Continuous Improvement and quality (7 quality basics)
• Definition of Key Performance Indicator and tracking (SQCDP)
• Implementation of new ERP system (setting and training organization)
• Implementation of standards
• Implementation of processes
• Implementation of workstations – Efficiency / Ergonomics

(green field 4.0 - 150 employees)

• Executive representative for the company in Czech Republic
• Definition of the operations long term strategy and budget responsibility
• Management of safety department - HSE
• Definition of budget headcount and hiring plan
• Management of new lines implementation
• Management of Continuous Improvement and quality (7 quality basics)
• Definition of Key Performance Indicator and tracking (SQCDP)
• Implementation of new ERP system (setting and training organization)
• Implementation of standards
• Implementation of processes
• Implementation of workstations – Efficiency / Ergonomics

(945 employees)

• Definition of the operations long term strategy and budget responsibility
• Management of safety department - HSE
• Definition budget headcount (MOD and MOI vs Budget)
• Management of TPM (more than 300 machines in the plant milling/turning/grinding)
• Management of Continuous Improvement (Valeo Operational Excellence)
• Definition of Key Performance Indicator and tracking (SQCDP)
• Definition of hiring plan vs Budget
• Improvement of standards
• Implementation of lean activities
• Improvement of workstations – Efficiency
• Definition of S&OP

(500 employees)

• Definition of the operations long term strategy and business plan (5Y) development / realization
• Management of safety department - HSE
• Management of field services ( AIRBUS Industry - Hamburg + Toulouse)
• Management of After sales department
• Management of facility department – Facility Management
• Management of Manufacturing Engineering Team
• Optimizing headcount and efficiency
• Implementation of standards
• Implementation of lean activities
• Improvement of workstations (ergonomic, flow) and new production lines
• Implementation and follow-up of S&OP process
• QRQC Adviser at the group level

(900 employees )

• Definition and monitoring plant FES and HSE budget
• Plant Faurecia Excellence System management ( FES / CI ) (coordination with each department: Board of Manager, HR, APU, Quality, Controlling...)
• Collaboration with the Board of Manager to establish the yearly plant budget
• Definition of workshops in the plant - schedule, analysis and tracking – PDCA
• Realization of Key Performance Indicator trees (according to Plant Pareto and PIP)
• Tracking of KPI, targets and improvement
• Management of MOD vs sales / budget
• Preparation and coaching for FES audit - International
• Checking of safety rules in the plant (daily safety walks )
• Definition of core teams, new safety rules, 5S audit in the plant
• Checking and decrease of risk assessment in the plant
• Monitoring compliances with environmental and Certification body (ISO 14001)
• Reduction of cost of waste in the plant (analysis and tracking)
• Sourcing of new suppliers for the plant
• Leading / Monitoring of special projects for the plant

(Family Company) – Total Service Time 1998-2013

MECALP CZ sro - machined components (2006-2013)

• PLANT MANAGER (green field founder)
  • Executive representative for the company in Czech Republic
  • Signing contracts and key documents Production management
  • Human resources management and competence assessment / Center
  • Definitions and approvals of investments
  • Management and monitoring of profitability
  • Monitoring compliances with safety standards
  • Monitoring compliances with environmental standards
  • Responsibility for working conditions
  • Benefit and Compensation policies - Management and employment contracts
  • Optimizing headcount and efficiency
  • Production quality management

BONTAZ CENTRE - cooling nozzles for cars (1998-2006)

• Various positions :
  • 1998 - 2000 QUALITY TECHNICIAN
  • 2000 - 2003 PRODUCTION MANAGER CZ
  • 2003 - 2005 FACTORY MANAGER (250 employees)
    • Monitoring production and customer deliveries
    • Monitoring and management of Rokycany production site (Czech Republic)
    • Training and certification of employees
    • Approval level of purchase material
    • Components and finished parts stock management and tracking
    • Quality monitoring CZ (procedures, instructions, audits VDA6 (05/1999) and ISO / TS 16949 (04/2001))
    • Organization and monitoring of inventory accounting (06/2002 - 12/2002)
    • Responsible for production and audit ISO/TS 16949 version 2002 (01/2004)
    • Organization and monitoring of approvals
    • Recruitment of employees
    • Organization and monitoring facilities of local business
  • 2005 - 2006 PRODUCTIVITY MANAGER CZ (600 employees)
    • ​​​​​​​Monitoring and management of Rokycany and Velka Dobra factories (Czech Republic)
    • Training and certification of employees
    • Calculation of production capacities and recruitment approvals
    • Checking and setting production per position
    • Project Manager for improvement of workstations
    • Pricing of parts for customers
    • Cost calculation and optimization for production (audit lines) from 1998 to 2006

sro - Lead

• Maintenance of electrical machine park
• Responsible for preventive maintenance
• Responsible of warehouse spare parts management
• Responsible of metrology
• Responsible traceability of machinery (process audit)

Temporary work

• Specific projects

Couplings

• Assembly, testing, shipping

Holiday hotel

• Operating serviced residence Technical Maintenance

Special machines

• Development of drawings, wiring, testing, service