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Claire LE MEUR

SAINT JEAN DE MAURIENNE

En résumé

Mes compétences :
6 SIGMA
Amélioration Continue
Automobile
Cosmétique
Management
Métallurgie
Production
Production Management
plant management
Technical supervision
day to day management
management of action plans and efficiency measurem
technical management
Continuous Improvement
projects
DMAIC
Teamwork
industrial management

Entreprises

  • 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

    SAINT JEAN DE MAURIENNE 2014 - 2017
  • 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...)

Formations

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