directeur europe operationnel

West & Eastern Europe and South Africa

Fuel tanks and delivery systems

Revenues 370M€ - 2,900 employees - 13 Locations

In a post merging context of 2 business units (pumps & fuel tanks), the objective was to improve efficiency, cut losses (-18M€) and restore profitability. Main achievements:

• Turnaround of Ettlingen plant (Germany): from 2.9% Ebitda to 8.1% in 2017 and 9.5% in 2018 despite end of production of 2 programs. Key measures implemented: No replacement of staff (including indirect labor) and efficiency program (through daily scraps tour, root cause analysis of non-quality, action plan follow-up…)
• Improved over-dues and cash position: reduction 80% of debt above 90days
• HR management: change of organizational structures and recruitment of key managers in Germany & France as well in Poland.
• Continuous improvement of operational KPI: quality (92%)
• Development of new business: tanks (Hyundai/Kia, Daimler, Toyota) & brushless Pumps (PSA, Renault)
• Shut down of 2 facilities in Germany and in Russia ( Ukraine war)

Fuel Pump & Module Systems

Revenues 235M € - 1,300 employees - 3 Locations

Following award of new business, the objective was to ensure capacity ramp-up through professionalized and structured operations.

• Turnaround of the polish facility: new production layout, higher efficiency, improved Ebitda to + 25 %, shop floor space reduced by 20% for same production volume
• Improved output of automatic pump lines in France: continuous root causes analysis and immediate counter measures. Change of maintenance process. OEE increased from 81% to 91%
• Setup & launch of a new facility (Braun field) in Russia (Togliatti): scraps below 0.1% and same general manager since 2012
• Shut down of a site ( white collars ) in Germany

France & Morocco

Wiring Harnesses, Management Buy In (MBI)

Revenues 30 M € - 650 employees - 3 plants

Within the context of an MBI, necessity to strengthen the company in the perspective of selling out.
The objective was to implement a stronger organizational structure and a solid manufacturing process The reshaped company was evaluated as best in class in France on financial performance after the 2007/2010 crisis by audit performed by Eight Advisory.

• Shop floor upgrades, transfer of production to low cost country (Morocco)
• Building of additional shop floor (2,500 m2) in Morocco: reduced rental costs and no more shuttle between several smaller locations
• 8 new customers won (e.g., Electrolux, Renault Tec, TLD, Manitou)
• Decrease by 40% customer PPM, reduction by 30% of the internal non-quality: daily tracking on non-quality and set up of daily Dentostu quality review program with action plan (training performed by Toyota)
• Implementation of a purchasing team
• Implementation of new ERP system (improved forecast of customer demand with high impact in production and financials)

France, Austria

• 2006-2007 : Director After-Sales B2B and B2C, FMCG (printer, fax, setup boxes,..)
  • Revenues development of key accounts for after sales operation: France Telecom, Vodafone, Deutsche Telecom, El Corte Ingles: increased revenues by 18%
  • Reduction repair shops in Europe (2 instead of 4): higher efficiency/cost reduction
  • Implementation of KPI’s: in/out Repair time, return rate, score cards with key accounts
• 2004-2006 : Director Fax Business Unit (w/o sales) B2C – FMCG - Vienna
  • From conception (R&D, project management) to product marketing and production
  • Implementation of a new matrix organization for R&D and project management: Higher efficiency and shorter decision timing
  • Production transfer from Austria to Hungary, then to China.
  • Development of new printer range: components reduction of 20% and cost decrease of 12%
  • Strong improvement of product quality on 2 product ranges: scraps from 15% down to 0,9% in 12 months ( e.g. implementation of pareto analysis , tracking of suppliers for plastic parts)

Europe

Automotive supplier – Tier 2 Brakes

• Launch of new production facility for casting and machining (aluminum) in Poland. This facility was a part of a larger "Kombinat". Heavy turnaround: Employees from 850 down to 250, reorganization of the management team (upper and middle levels), implementation of new production equipment, sale of hydraulic machining activity
• Closure of low performing location and production transfer in France
• Lead negotiations with financial institution in Poland to obtaining financing for new equipment

Automotive supplier - Tier 1 Plastic fuel tanks

• Restructuring of plant and turned into profitability from 2 % EBITDA to 12.4%
• Decrease of absenteeism from 9% down to 3.8%
• Creation of new production facility including implantation of new process (coextrusion) and employees transfer (negotiation with work council)
• Lead negotiations with financial institution in Germany to obtaining financing for the new site

, Automotive supplier - Tier 1 Interior Trim

• Business development with binding requirement of Just-in-time/sequence production (Daimler, Volvo, SAAB, Opel, PSA)
• Lead the development of Just-in-time/ Sequence locations France ( PSA), Germany( 2 locations for Daimler A and S - class), Nedcar Volvo Mitsubishi,

Europe

Metrology

• New product development: High gauge and aluminum caliper
• Restructuring of commercial network and expansion of sales to distributors (OEMs)

Europe

Office furniture

• Product marketing and office environment programs (innovative space layout concept)

Supporting Dealer network