Claire LE MEUR


En résumé

Mes compétences :
Amélioration Continue
Production Management
plant management
Technical supervision
day to day management
management of action plans and efficiency measurem
technical management
Continuous Improvement
industrial management


  • TRIMET - Responsable Amélioration des Affaires

    SAINT JEAN DE MAURIENNE 2017 - maintenant
  • Trimet - Responsible of business improvement

    SAINT JEAN DE MAURIENNE 2017 - maintenant : Responsible of business improvement - TRIMET- Saint Jean de Maurienne
    * Identify and evaluate opportunities to achieve business strategy for the compagny
    * Monitoring of Projects Master Plan
    * Project Management and Project managers Coaching
  • TRIMET - Financial controler

    SAINT JEAN DE MAURIENNE 2014 - 2017 * Monitoring of performance KPIs for plant management, Manage the monthly and yearly cost control reporting and B/S review, Manage budget setup, allocation and re-forecasting (including projects), Performing ad hoc analysis (definition of sales prices, analysis of margin products margins...)
  • Trimet - Contrôle de gestion

  • RIO TINTO ALCAN - Black Belt

    Montréal 2011 - 2014 * Responsible for projects: Black Belt projects / Lean projects / Reliability projects

    * Tools deployment in SJM factory: Put in place of Strategic Info-Center / Following the master plan in departments / Coaching of green belt projects

    * Realization of Kaizens: improvement of process (safety, production, purchase...)
  • Rio Tinto Alcan - Balck Belt

    Montréal 2011 - 2014 Gestion de projets d'amélioration continue
    Méthodologie 6 Sigma
  • RIO TINTO ALCAN - Electrolysis process engineer

    Montréal 2008 - 2011 (3 years)
    * Technical supervision of electrolysis aluminium potlines (AP18 and AP30 technologies - 180 pots): responsible for the achievement of potlines technical objectives, participate in elaboration of strategies and projects to reach the factory financial results (5 years plans for example)

    * Management of potlines regulation parameters: setting parameters, new pots follow up, potlines daily tours, process instructions elaboration, management of crisis situation

    * Electrolysis process team management: Technicians team (3 process technicians), measurements team (1 technician and 2 operators), operators team (10 operators - technical management)

    * Responsible for projects
    - Technical projects: efficiency, energy consumption, metal quality, costs reduction, amperage increase project...
    - Human resources projects focused on electrolysis process team: 1 project having for objective "optimization of the process operators daily tasks" - 1 project having for objective "optimization of the process technicians tasks" - Context of projects: staff reduction of SJM factory (2010)

    * In charge of interactions with:
    - The research department (LRF) to plan and validate the tries
    - The electrolysis suppliers (carbon, alumina suppliers, electrical supplier and laboratory)
    - The electrolysis customer (casthouse department): follow up of raw materials, relationship, actions plan management of non-conformities or crisis.
    - The other factories (APTC conferences for example...)
  • Rio Tinto Alcan - Responsable équipe procédé électrolyse

    Montréal 2008 - 2011 Gestion technique de la série d'électrolyse
    Management de l'équipe procédé (6 personnes)
  • Philips Automotive Lighting - Ingénieur process et qualité

    2005 - 2008 Gestion d'une équipe de 3 techniciens
    Traitement des réclamations clients par l'approche "0 défauts" (carmakers/setmakers)
    Optimisation du procédé (déploiement des outils d'amélioration continue)
    Prise en charge des audits clients et fournisseurs
  • PHILIPS AUTOMOTIVE LIGHTING - Process & quality engineer

    2005 - 2008 (3 years)
    * Team Management: 3 technicians

    * Process optimization (efficiency and quality of products): data analysis, definition of action plans, identification and put under control critical parameters

    * Customers complaints treatment (carmakers/setmakers) by using the « 0 defect approach » (coming from Valeo and Toyota): animation of FTA (factors tree analysis), management of action plans and efficiency measurement, communication with customers: the top 3 complaints was suppressed (60% of the complaints)

    * Deployment of continuous improvement tools: FTA, FAP (fast actions plan), FMEA, DMAIC

    * In charge of the process and customers audits - realization of process audits for suppliers

    * Participation in the QIC competition European final (Philips Lighting Quality Improvement Competition)

    2005: Responsible of continuous improvement tools - GUERLAIN (LVMH company) - Chartres:
    (short term
    contract of  In charge of the SMED method deployment on a Make Up production line (- 50% on the lost times)
    6 months) - Put in place key indicators and team working
    - Deployment of actions plans (technical and organizational actions)

    * Responsible for the follow up of a new production line (in term of efficiency and quality results) during the industrialization step
  • Attachments - NESTLE Dieppe - Attachments

    2001 - 2004 : Attachments - NESTLE Dieppe / BEGHIN-SAY Villenoy / SENOBLE (2 years) SAINT LAURENT (PPR company) Bernay:
    * Optimization of productivity by setting up the tools of continuous progress (creation of working groups, meeting animation, day to day management of efficiency, SMED, 5S...)