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Zodiac Aerospace
- VP Operations Zodiac Aerospace Elastomer Europe
Plaisir
2016 - maintenant
Manage the cross - plants transformation plan (change process, KPIs improvements)
Manage production managers, supply chain & purchasing managers, product development managers
Implement routines to follow the local projects (Kaizen workshops, QRQC)
Prepare and drive the 4 years plan and the budget on the manufacturing side
Prepare and drive the monthly operations review
Coach the managers on continuous improvement practices
Contribute to the strategy, transformation and team working.
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Zodiac Aerospace
- Europe LEAN TASK FORCE Director
Plaisir
2013 - 2016
Mission:
Recover units facing performance failures, major customer crisis, critical developments and operational issues
Diagnose of sites.
Share diagnosis and prepare action plans with sites. Define contract and agreed deliverables. Support sites from recovery plan building up to its Gemba implementation.
Help sites to become autonomous and efficient in continuous improvement, to detect and prioritize their main opportunities of progress.
Actions:
Management of standard diagnosis, lean reporting, management tools, contract.
Diagnose sites under major customer crisis. Evaluate gaps vs. standard organization. VSM, S&OP roadmap, program and manufacturing finance, Gemba walks.
Design recovery and transformation plan through all value chains: RFQ, program management, engineering, supply chain and production. Deploy SPC, Daily Management, Visual management, Standard management, Problem solving, one piece flow, S&OP process, workload for Eng. and Prod.
Build up contract with BU General Manager and agree on deliverables
Follow up action plans, mentor teamwork and workshops, pilot ongoing reviews.
Challenge and coach the BU Directors during regular visits.
Follow up of improvement reliability (Gemba)
Train production sites to ‘lean manufacturing’ tools and follow their actual deployment through Zodiac Lean assessment.
Manage Site Lean Managers/Team: lead, evaluate, train, mentoring, coaching and recruit.
Results:
Customer confidence renewed, improve key performance indicators recovered under controlled (OTD, Backlog, DPU, COPQ).
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Averroès Développement
- COACHING FOR EXECUTIVES
2012 - 2013
Leadership, Motivational, Stress, interpersonal skills, personal development, Personality assessment
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Averroès Développement
- TRAINING PROGRAMS FOR EXECUTIVES (English)
2011 - 2013
TRAINING PROGRAMS FOR EXECUTIVES (English)
Business School (CNAM, EM Lyon, APD Maroc, SKEMA, NOVENCIA)
Start-up incubators (Paris Sud, Institut d’optique)
• Management and Leadership, Organizational Behavior, individual performance and Team Building, business case studies and active class discussions
• HR management, Purchasing Management, Supply Chain Management
• Strategy (Customer Value Proposition, Business Model and Business Monitoring), Make or buy Strategy, Operation Strategy
• Innovation and Entrepreneurship, including Lean Start up
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Averroès Développement
- Consultant Senior
2010 - 2013
Drive change, TRANS-FORM-ACTION based on three pillars
Mission
Trans-form-action through coaching of executive team.
Enhance management skill through a leadership program that allows members to build leadership, team leading and efficient group dynamic (facilitating and improving team work). People to People, as a key driver for a successful Business differentiation. Training For Change.
Trans-form-action through strategy challenge and business model reconfiguration.
Create challenging experience: collective process team, creativity and commitment that allows defining a vision, embracing uncertainty and conditions of a successful strategy. Business training.
Trans-form-action through reconciliation of market requirements and assets/resources capabilities in all value chains.
Deploy LEAN&6SIGMA approach: Program Management, Development management, Supply Chain Management, Operation Management, Human Resource Management.
Actions
Drive Change Mindset
Mentoring, ongoing reviews and defined deliverables
Design & deploy tailor-made Leadership training programs
Support managers’ development defining expectations & role at each process step
Create employee journey with guidelines
Challenge strategy
Reorganize business, spin-off, big data, Big data applied to embedded systems
Challenge Customer mapping & focus
Monitor activity level and RFQs / define potential targets
Improve resources capabilities
Develop a clear stock strategy
Review Profitability /investment roadmap
Enhance daily management, problem solving, LEAN thinking through Workshop
Conduct benchmarking
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Hutchinson
- Business Unit Director, (60M€/320 employees/12 direct reports)
Paris
2009 - 2010
MISSION:
Lead Business Unit, business development, products program and operation (60M€/320 people/12 direct reports) for three market segments Helicopters (Airbus Helicopter, Agusta Westland...) Railroad (Bombardier Siemens Alstom), and others industries (Truck (Renaud Truck), Defense, Energy (Total))
ACTIONS:
* Drive changes:
Implement ERP.
Implement change organisation: production autonomous unit.
Negotiate with shop steward. Lead CE/DP/CHSCT. BU’s image and community relations.
Develop program for managing skill through the organisation, conduct change.
* Pilot profitability:
Conduct strategic review
Maintain profitability in a decreasing economic context (-15% turnover/year).
Develop operational excellence through LEAN Manufacturing deployment SPC, Daily management, problem solving, VSM, S&OP.
Contribute to site productivity through purchasing outsourcing program: 1.3M€.
Improve Environment/Health/Safety performance.
RESULTS:
Maintain profitability with -15% turnover contexts, Safety improvement. Purchasing cost -1.3M€.
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TRUSTED LOGIC
- Strategic Audit
2007 - 2008
“Trusted Logic provides modules, services and support to enable card vendors in the digital security industry to offer products that are smart, secure, and timely.” Trusted Logic
Conduct Strategic Audit during EMBA program
Analyze sector of fast-moving environment, highlight competitive overview, define opportunity for growth, and challenge Business Model and Value Chain
Define strategic recommendation and new business plan
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GRACE
- Operation Site Manager, 120 employees, turnover 70M€,
2004 - 2008
MISSION: Lead management team and improve profitability 3%/year, responsibility for the P&L
ACTIONS:
* Lead and change:
Design and Promote front line leadership training
Change organization Implement production autonomous unit.
Support managers’ in defining expectations & role at each process step. Reinforce team building. Encourage achievement based on trust
Improve processes way of working and communication.
Negotiate with shop steward: CE/DP/CHSCT. Redefine job classification in accordance with work agreement. Plant’s image and community relations.
* Pilot productivity:
Support managers to effectively apply Lean Six Sigma in projects and daily work to deliver business results
Design ongoing daily management, deploy problem solving …
Improve manufacturing variances. Contribute to site productivity through productivity projects: 1M€. LEAN-6SIGMA, KAIZEN, TPM, SMED, SPC, 5S.
Improve industrial performances regarding market trend challenge. HACCP/FDA/ISO9000/ISO14000. Investment 1.5M€/year
Report to US management.
RESULTS in 4 years :
On time shipment +35%, quality/4, productivity 4M€, profitability (+6%/year), Safety 500 days without accident, production autonomous unit implemented.
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GRACE
- 6 Sigma Black Belt - Project Leader
2002 - 2004
MISSION:
Drive cost reduction projects
ACTIONS:
Support and coach managers by providing support, tools and training to effectively deploy Six Sigma tools for their Business. Lead to change by engaging executives and various teams to adopt Six Sigma in solving complex issues and identifying new opportunities
Manage project teams (~10 persons), 1 project per quarter.
Deploying metrics and process management to hold project gains
Holding periodic, focused reviews with business leadership to assess progress, status and issues in achieving goals
Deliver Six Sigma training
Deploy best practices through workshops on others European sites.
Report weekly to the top US management.
RESULTS:
Provide productivity: savings 1.6M€ in Supply chain (stock strategy and transport cost optimization), maintenance (MTBF MTTR improvement), quality (defect reduction, process robustness), finance (payment acceleration) and production (SMED). Enhance 6 SIGMA LEAN thinking. Deliver financial improvement, defect reduction and cycle time improvement.
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LG Philips Displays
- Program Manager
1999 - 2002
MISSION:
Lead program (team, risks, quality, delay, cost) and assess investment 23 M€.
ACTIONS:
Manage integral program team (60 persons) composed of production, development (team in France and in Netherlands), marketing, supply chain and purchasing (European supplier). Each project team leaders coordinated their responsibility domain including production, equipment and development experts.
Ensure deliveries are achieved, schedules maintained, program priorities managed, while also ensuring overall alignment between functions and managing stakeholder expectations, tracking and reporting of programs, including project financials, status reporting, key stakeholder communication and management support
Capture market requirement. Evaluate risks and Assess investment.
Coordinate product & process development. Validate & Verify design/product and process. Validate first prototypes.
Manage industrial phase, scale up and profitability. Deploy improvement plan.
Follow up launching with European customers.
Gates review to executive Program Director.
RESULTS:
400 000 units produced per year. Turnover 80M€.
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LG Philips Displays
- Process Engineer
1998 - 1999
MISSION:
Coordinate and follow up products/process changes for Dreux Site.
ACTIONS:
*Animate process:
Manage project team (15 persons).
Validate change regarding risks, quality & performance, delay and cost, total cost including component price and productivity impact. Implement components in production ramp-up and phase out.
*Measure process:
Follow up ROI.
*Structure process: Develop change routine, change standard procedure and data base follow up.
RESULTS:
30 projects, savings 3M€.
