Brethenoux DENIS

En résumé

Entreprises

• Faurecia - Général manager russia faurecia automotive exterior

  2013 - maintenant Need to launch faurecia activities on russia
  2 plants to Launch in tatarstan region

• Lear corporation - Operation Director Russia and France

  Southfield 2012 - 2013 • Manage 3 JIT seating plants in Russia - Sales 0,4b€ in 2012, 0,8b€ in 2013, 611 people to 1300 people in 2013.
  • Manage operations growth/launch with 2 new JIT plants to launch (Kaluga and Togliatti), 50% sales and 50% workforce increase, and with 1 new foaming plant and 1 new Cut&saw plant.
  • Create a team in Russia, train them in order to have People available to grow inside Lear Russia with a notion of Succession plan and OI improvement (Team building trainings, Incentive system, personal roadmap for each key player)
  • Handle 3 Successful launches in 2012 (T73 (metal, cut&saw, JIT, HR), MMC outlander JIT, Foaming plant) and prepare 5 future launches beginning of 2013 (PSA/MMC/Ford/LADA/VW)
  • Quantified actions: ppm improvement (Was: 100 ppm; Is:35 ppm), logistics improvement (5000 uncompleted cars last year/ 1000 this year and nothing since 4 months), profitability improvement (+5% OI in 6 months and robust roadmap), efficiency improvement (Minimum 1 Workshop per month for each plant), 15% of Logistic improvements (Have trailers loaded at 100% for European transportation or making Milk run), Escalation process creation for all employees.
  

• LEAR Corporation - Directeur des opération JIT pour Clients Français

  Southfield 2008 - 2012 • Lead 6 JIT seating plants in Europe (3 plants in France, 1 in Spain, , 1 in CZ, 1 in Slovakia) 1300 people, Sales of 0,8b€)
  • Re organized the Full print of the French plant by merging the 2 Parisian plants in 1 plant; Direct negotiations with unions on site with a lot of external pressure from extremist political group that were driving Lear employees (14 Weeks of Strike, 6 m€ yearly savings).
  • Insure 4 successful launches with Quality (achieved 50ppm after 6 months vs 500 ppm) and Cost improvements comparing to Business case (-6% as medium on each launch)
  • Train the team to be more focus on Customer (Increasing of internal target vs Customer) , KPI and profitability ownership (checkbook, Task Ownership, …), and autonomy (sharing action instead of asking action)
  • Create a spare parts center for French Customer to insure better services (was 50%; Is 97%) and profitability (OI improvement of 15%)
  

• Lear Corporation - Directeur de Plateforme

  Southfield 2006 - 2007 Seating Platform Director, 250M€ sales/ year
  • Lead business activity of global programs for Renault (X61, L90 India & SA) and Toyota
  • Put in place an action plan to make projects profitable (improvement of 35% comparing original Business case by controlling each changes, share the strategy between Eng/Sales/Purchasing and plant and by following for each department their tasks)
  • Achieved and surpassed customer and Lear targets for Quality: 0 ppm, Profitability: + 35% OI
  • Coordinate the complete team (Program manager, Launch manager, Planning Manager, Product Change Manager, Commercial, Plant manager) with different nationality, culture and specialty.
  

• Lear Corporation - Directeur Commercial activité Sièges PSA/RSA

  Southfield 2005 - 2006 • Lead sales activity of a business unit of 1,2 b€/year
  • Coordinate sales actions of 8 sales manager
  • Create and have customer commitments for sales strategy for all sensible subjects with customers (technical shutdown days, strikes, Quality issues)
  • Recovered 3,5m€ of old litigant subjects that nobody was taking care.
  

• Lear Corporation - Directeur du programme B0 (JV Toyota:PSA)

  Southfield 2003 - 2005 • Lead an international seating program – Customer : Toyota/PSA - Sales: 70Mi€/year reporting each month to Lear CEO;
  • Action + OI improvement of 30% regarding original business case
  • Responsible for the operation during the launch (2 new plants in Eastern Europe)
  • Coordination of pluridisciplinary teams (Product/Process/.Quality/Purchasing/Logistics in several countries (France, Germany, Italy, Spain, CZ, Poland and Japan)
  

• Magneti Marelli - French Telematic business Manager

  Nanterre Cedex 2001 - 2003 French Telematics business Manager 1 DIN (Radio/Telephone/navigation) with displays (LCD and TFT)
  • Sales: 200 Mi€/an, 12 projects
  • Insure a difficult launch linked with the SW validation (establish a team to make driving test in parallel of PSA in order to have more data on IT issues and establish special team at PSA)
  • Insure the 12 launches on each PSA cars
  • Take over the New Telematics platform for PSA
  

• Lear Corporation / United Technologies Automotive - PRogram Manager

  1994 - 2001 Program manager for Smart Junction boxes and Harnesses for the Citroen C5 (Sales: 69 Mi€/an)
  • Successful Launches for harnesses and with the first smart junction box between PSA and Lear
  • Insure the growth of Valongo Harnesses plant (start at 40 employee to 600 within 1 year, 1200 2 years)
  

Formations

• EPITA

  Paris 1990 - 1993 ENg en Informatique Industrielle & Intellignece artificielle
  
  Compétences acquises, disciplines abordées, activités annexes.

• EPITA - Ecole D'Ingénieurs En Informatique

  Kremlin Bicêtre 1990 - 1993 Informatique industrielle intelligence artificielle et Automatisme

• Lycée Frederic Ozanam (Lille)

  Lille 1988 - 1990 BTS Mécanique et Automatisme industriel

Réseau

• Antonio PINHEIRO

• Charles D'ANTHOUARD

• Gregory RICHARD

• Mohamed OUDRAY

• Moreno STÉPHANE

• Olivier GOYON

• Sebastien AMBLARD

• Stefan RAGAIGNE

• Victor CAETANO

• Yann LECOQ