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Faurecia
- Directeur du management des projets informatique industrielle
2015 - maintenant
Lead the deployment of shop floor IT solutions: Just in Sequence, Traceability/Conformity, Manufacturing Intelligence, Predictive maintenance, RFID, paperless factory across the world. Objective is to go from 24 sites to more than 100 in 2 years for JIS/TCO projects, establish the roll out roadmap for the other Digital Enterprise projects.
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FAURECIA Emissions Control Technologies
- Directeur Industriel Faurecia Echappement Afrique du Sud
Bavans
2013 - 2015
Managed the 2 Exhaust entities of South Africa: 2 plants (Cape Town, Port Elizabeth) and support functions, 1 050 people incl 200 indirect, T/O of 100 M EUR (230 M EUR incl precious metal), stable, main customer: Ford, VW, GM and Cummins
* Global lead of geographical area for the Exhaust business group within the Europe
Division (operations, programs, finance, purchasing, HR, local and Cummins sales,...)
with the exception product engineering.
* Establish the strategy for the long term plan (localization of VW business, acquisition of Cummins Pretoria to reach 2 balanced sites) and the corresponding budgets
* Took the region from 5 M EUR of exceptional freight to less than 0.5, recovered Ford Q1 and GM QSB by improving performance, quality and systems implementation
* Launched a number of programs for Ford in 2014 in support of the European EU6 norm ;
* Achieved FY budgets in 2014 and 2015. 2013 suffered from a series of national strikes.
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FAURECIA Emissions Control Technologies
- VP Echappement Véhicules Commerciaux monde
Bavans
2010 - 2013
Led development of a 1st and 2nd tier Exhaust components manufacturing for CVE, mostly via a partnership with Cummins, T/O of 70 M€ (excluding precious metal) but expected to grow to 350 M€ by 2014, plants involved in USA, Mercosur, Europe, China and India.
Global lead of the Commercial Vehicle Activity world wide
Management of the relationship with the partner Cummins (Columbus, IN, USA) with whom Faurecia has a Global Framework Agreement to implement
Deployment across the world of the Global Framework agreement
Establish the strategy for the activity overall and towards Cummins especially: product innovation and development, customer approach, footprint evolution, sales.
Deployment of the FECT systems within the organisation
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FAURECIA Emissions Control Technologies
- Directeur Vente et Programmes pour PSA
Bavans
2007 - 2010
Led sales and projects development of the PSA account in Europe and globally, T/O of 650 M€ (220 excluding precious metal), 7 plants in Europe, 2 in Mercosur and 1 in China involved, at that time it was the biggest account of division.
Member of the management board of Europe Division, in charge of sales activity, account management and program development for PSA;
Global lead of PSA activity world wide;
Establish the strategy and the budget in line with the objectives given by the group;
Realize at least the targeted acquisitions, organize customer intelligence, promote innovations;
Develop programs for Europe and Mercosur (from product and process development, until achievement of program targets), in charge of program managers team;
Manage the sales administration activity and team;
Manage the account profitability by improving programs performance, performing yearly negotiations, dealing with litigations, decreasing overdues and improving relationships.
Main target: grow the account, change the type of relationship with PSA and implement the “strategic supplier policy”.
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FAURECIA Emissions Control Technologies
- Directeur Usine Faurecia Afrique Du Sud
Bavans
2004 - 2007
Managed a 1st and 2nd tier manufacturer of catalytic converters for Ford, Renault, PSA, Volvo, T/O of 420 M€ (50 excluding precious metal), headcount of 320, good profitability and fast growth.
Manage an executive committee that includes: finance, sales, process engineering, purchasing, quality, human resources, production, logistics and maintenance;
Realize necessary capital investment (in avg 2 M€/year) to face the achieved growth (25% per year) and the increased complexity and value added of the product mix;
Develop the organization accordingly (head count gone in 3 years from 200 to 320);
Improve customer satisfaction through a better delivery service and product quality;
Manage and optimise quite complex commercial agreements;
Achieve the agreed budget (budget has been achieved every semester);
Implement the Faurecia Excellence System (score from 15% to 42%), obtained the Q1;
These actions allowed sustaining the Company profitability despite an initial position difficult to hold and major increases of raw material prices.
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GODART S.A
- Directeur d'usine autonome
1999 - 2004
Managed a 1st tier fluid circulation tubes supplier to engine factories of Renault, Peugeot, Audi, T/O of 15 M €, head count from 350 to 200 people, difficult financial and social situation.
Manage a complete and autonomous executive committee;
Develop the turnover by launching new products (forecasted turnover of 18 M€ in 04);
Improve efficiency by implementing the TPS (DL/TO down from 29% to 20%);
Appoint and train people, adjust head count to manage costs, reduce costs by negotiating agreements, sourcing internationally, change computer system;
Implement continuous improvement plans, improve motivation and reliability;
Succeed in customer audits, obtain EAQF and prepare ISO/TS and ISO 14000 audits.
These actions led to a break-even situation in 2003.
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Danone
- PACKAGING MANAGER
Paris
1996 - 1999
Apr 96 to Aug 99 DANONE CLOVER in Johannesburg (South Africa), 2 steps:
PACKAGING MANAGER (1st area of the factory with 170 people) during 2 years:
Implement autonomous production cells and visual management;
Decrease the number of machines, improve their utilisation rate and their efficiency;
Manage, motivate and train people;
Commission new products and new equipment.
PROJECT MANAGER and TECHNICAL MANAGER during 1 and 1/2 year :
Design production lines, purchase capital equipment and commission first products bearing the Danone brand name;
Stand for Danone Group on a technical level in the negotiations going on to create a JV;
Work on the plan aiming at restructuring the partner.
beg 93 to Apr 96 PROJECT MANAGER at the DANONE Group, Paris (France) :
Manager of the Hungarian project (budget >4,5 M € over 2 years).
Commissioning of 2 plants (1 year) in Canton and Shanghai, China.
1990 to end 92: production engineer in AJINOMOTO DANONE, Kawasaki, (Japan).
