Camille GHEERBRANT

En résumé

Entreprises

• Airbus - Lean Expert

  Blagnac 2010 - maintenant Airbus (54,000 employee, revenue in excess of €28b) is the leading aircraft manufacturer whose customer focus, commercial know-how, technological leadership and manufacturing efficiency have propelled it to consistently capture half of all commercial airliner orders.
  
  Coaching the FAL management team and the local Lean improvement teams to create :
  Lean leadership
  o Daily Management reviews supported by a control room
  o Leader’s standard work where FAL management practices Go Look See and confirms processes are delivering
  o Regular structured problem solving reviews
  o Fortnightly Lean reviews in order for the FAL management to review the Lean deployment status
  o Carry out Lean audits enabling to check and adjust the local deployment roadmap
  Lean processes
  o Support Kaizen workshops across the manufacturing and support functions
  o Support the use of the VSM tool to improve manufacturing and business processes
  Lean environment
  o Support the deployment of Lean tools eg 5S, Visual Management, Standard Work, Problem solving, Quality Excellence
  o Ensure appropriate training is delivered to 100% of FAL population

• Fisher & Paykel Healthcare - Continuous Improvement Project Leader

  2008 - 2010 Fisher & Paykel Healthcare is a leading designer, manufacturer and marketer of a range of innovative healthcare products and systems for use in respiratory care, the treatment of obstructive sleep apnea, neonatal care and operating rooms which incorporate unique features to improve patient care.
  Fisher & Paykel products are sold in more than 110 countries.
  
  As Continuous Improvement Project Leader, I identify, champion and drive business wide Continuous Improvement initiatives focussing primarily on the Lean model.
  
  With a team of 10+ staff dedicated to Process Improvement, I am driving the CI group :
  Up - getting buy-in from Senior Management by making visible the impact of CI activities on the bottom line;
  Down - spreading the knowledge down to the line operator level through shop-floow driven Kaizen activities;
  Across within the business by involving support teams and services in the improvements;
  Across to other major companies by taking an active part in networking with the CI community.
  
  The Continuous Improvement framework at Fisher & Paykel is on track to achieve a cost saving target of NZ$10M this financial year.

• Kohler Co. - Product Engineer

  2007 - 2008 As Product Engineer, I am responsible for the R&D activities of the baths and spa baths product categories and for the migration to China of the same product family following the transfer of the manufacturing activities.
  Working in conjunction with the supply chain team, I am providing technical support to our Chinese suppliers, managing the migration of the manufacturing processes and techniques, and ensuring continuity of supply at the required quality standards.
  I am also rationalising the product range and the use of components in conjunction with the marketing team in order to ensure that market expectations, cost targets and product design evolution objectives are met on an on-going basis.

• Kohler Co. - Project Engineer

  2006 - 2007 As Project Engineer, I had a diverse role covering the establishment of a technical process knowledge base, the development of process controls and documentation through to coordinating and supervising the new processes and products implementation as well as continuous improvement activities. A strong focus in this role revolves around Six Sigma and Lean manufacturing tools.
  Over 18 months, I achieved cost savings of $150,000 per year and developed process documentation covering all steps of the manufacturing process. I have successfully re-organised a production department following the lean manufacturing principles.

• Washtech Ltd. - Engineering Manager

  2004 - 2005 As the Engineering Manager I was in charge of four staff with four sub-contractors and a budget of more than $450k. I was managing the re-design process and introducing the re-designed products to the production line, for the entire product range. I was also in charge of product and process continuous improvement and, in conjunction with the Purchasing and Manufacturing Manager, I was involved in the process of finding, evaluating and implementing new processes and/or suppliers. I also implemented design, validation and verification processes from the specifications stage through to commencement of production.
  As a result of my actions, I not only achieved a reduction in cost of the re-designed products by up to 30%, but also ensured they were released to production following a specific timing plan and as per determined specifications agreed upon by all actors. I therefore allowed a strategic plan to be put into place and impacted on production efficiency.

• Gestamp - Chef de projet - developpement produit

  Gretz-Armainvilliers 2003 - 2004 As Product Development Manager I was in charge of the development from the initial concept to the introduction into production of the pedal boxes for Renault’s J77 (Modus) and B85 (Clio 3) projects through all the validation and verification stages. In addition, I was also responsible for the follow-up of the further development of manufacturing processes.
  In this role, I managed the coordination of a team of four people at Gestamp R&D and an additional seven people at four of Gestamp’s manufacturing centres. I also managed the interface with Renault’s R&D, validation and production centres.

• Gestamp - Chef de projet industrialisation

  Gretz-Armainvilliers 2001 - 2003 I was in charge of delivering to the production department a workshop of six robotic spot welding cells, 15 robots, and a fully functioning production unit of 35 staff working on three shifts, which produce sub-assemblies for the Renault’s X84 vehicle, marketed as the Megane 2.
  I was responsible for all stages of this project from initial concept, through to organising workshop layout, logistics, staff training and establishing maintenance programmes, with a total investment of more than 3 M€.

• Gestamp - Ingenieur Projets

  Gretz-Armainvilliers 1998 - 2001 During the three year period from September 1998, I was employed in three six-month assignments alternating with my University studies, as part of my post-graduate training as a Mechanical Engineer. I focussed on process improvement tasks and was involved in developing new production processes, from the point that the company had been selected as a supplier to the start of production.

Formations

• Ingénieur 2000

  Marne La Vallee 1998 - 2001 Genie Mecanique

• Université Paris 11 Paris Sud

  Cachan 1996 - 1998 Genie Mecanique et Productique

Réseau

• Anthony PARREGE

• Christel HAUSER

• Elisabeth GESLAIN

• Françoise JASNAULT

• Jean-Pierre MAVILLA

• Renaud PHELUT

• Ronan KERROS

• Sébastien DUPUIS

• Yann BRETON