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Volvo Compact Equipment SAS, France?
- General Manager, President
2009 - maintenant
Responsible for the execution and the improvement of the «Order-to-Delivery» process for compact
excavators manufactured by Volvo in France.
Main challenges included revitalising employees after a social plan (2008), despite persisting poor market conditions, and declining market share.
Main achievements to date consist of ...
- Best in class Employee Engagement Index & Communication Leadership Index in 2012
- Best-in-class product quality (first 200hrs of operation & total warranty period)
- Increased production output by over 35 % in 3 years with existing staff (direct & indirect),
implementing Volvo Production System.
The position also includes legal responsibility for Volvo Compact Equipment French entity (370p).
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Volvo Compact Equipment SAS, France
- Vice President – Compact Excavators
2006 - 2008
Accountable for Profit & Loss statement of a range of compact excavators manufactured in France, Korea and China, sold worldwide, in a highly competitive environment.
Achievements included driving change to improve profitability of this business and establish a robust foundation for a long term profitable growth. Main changes consisted in the implementation of a dependable Sales & Operations Planning process (volume, price and mix), as well as aggressive product portfolio development programs.
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Volvo Construction Equipment Inc., USA?
- Product Line Director
2003 - 2005
For a newly created product line of compact equipment (skid steer loaders), accountable for:
- Business Control: Total product cost, Profit & Loss statement and operating capital.
- Implementation & execution of the Order-to-Delivery process in the Volvo CE Asheville plant. (Order desk, sales & operation planning, sourcing, assembly, and delivery)
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- Current Product Maintenance: Customer satisfaction, Product Quality & Cost Control.
- Product Portfolio Development: Product Planning and Product Development.
Achievements included product cost reduction exceeding 10% through strategic sourcing,
product changes, and the implementation of lean manufacturing.
Achievement also includes best Customer Satisfaction Index from date of launch.
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Volvo Compact Equipment SAS, France
- Project Manager
2002 - 2003
Responsible for using acquired intellectual property and assets to expand Volvo product portfolio.
Assignment resulted in the successful creation of two new lines of products for Volvo Compact
Equipment portfolio (skid steer loaders, and telescopic handlers), via the creation and the
management of a cross-functional team of 40+ people based in Europe and the USA.
These 2 new product lines met or exceeded the quality, cost and timing targets set for these projects.
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Volvo Compact Equipment SAS, France
- Area Manager – Region North America
2000 - 2001
Responsible for Identifying and leading changes and actions required to support the growth strategy
of Volvo Compact Equipment business line in North America.
Assignment resulted in the acquisition of intellectual property and various assets to expand
Volvo Compact Equipment portfolio and support company’s growth objectives in North America.
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Caterpillar UK Ltd., Desford, England
- Manager - New Product Introduction
1999 - 2000
Responsible for coordination of New Product Introduction for a line of compact construction equipment.
Responsibility included leading a cross-functional team made of engineering, operations, purchasing, customer support and marketing representatives.
- Challenges included managing high velocity New Product Introduction programs with limited resources, getting buy-in from multi-discipline team, understanding & fulfilling customer expectations.
- Under my leadership, the team used project management tools, risk assessment techniques, dealer & customer feedback extensively and successfully, securing the right product for customers
and share holders, when they expect it.
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Caterpillar UK Ltd., Desford, England
- Manager - Product Development
1998 - 2000
Responsible for Product development of a line of compact construction equipment.
Responsibility included managing a team of 12 to 16 engineers and designers, coordination of R&D
activities with Corporate technical services based in North Carolina, USA, and associated budget.
- Challenges included securing customer satisfaction of current product range, and fast-track
development of new models.
- QDC effective improvements on current products resulted in high customer satisfaction.
- New models were developed quickly despite limited resources and budget.
- Lessons learned were applied, resulting in excellent product reliability, within budget constraints.
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Caterpillar Inc., North Carolina, USA
- Snr Design Engineer - Product Compliance
1996 - 1998
Responsible for the identification, interpretation and implementation of legal and corporate product requirements for several new lines of compact construction equipment.
Responsibility also included management of product compliance tests, and audits by customers.
- Challenges came from working on products where Caterpillar had limited experience, and the
diversity, complexity and amount of product requirements to deal with.
- Requirements were identified, accounted for and validated during product development.
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Caterpillar France SA - Grenoble, France
- Design Engineer
1993 - 1996
Responsible for the definition, validation and implementation of reliable, cost effective designs compliant with noise and engine emissions regulations for Caterpillar’s Track Type Loaders.
- Challenge included complex technical content; effects on machine performance, cost and reliability.
- QDC effective solutions were developed, leveraging Corporate technical expertise in the USA.
- Validation was completed during an assignment at the Corporate Proving Grounds in Peoria, IL.
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Caterpillar France SA - Grenoble, France
- Industrial Systems Engineer
1991 - 1992
Responsible for the implementation of automated systems for parts delivery to the assembly lines.
- Challenge included maintaining production running while implementing changes, as well as coaching
workers to engage with new processes & systems.
- Systems were installed successfully, within agreed time and budget, resulting in noticeable productivity and product quality improvements.
