Frédérick WALLART


En résumé

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  • Vallourec - Technical Sales & Business development

    Boulogne-Billancourt 2012 - maintenant Business development project manager for an innovative project in the automotive tier II industry
    - industrialized a competitive European solution and customized its marketing strategy
    - enabled customers to reallocate business in Europe, which leveraged our current business

    Technical sales manager for the European market : 100 ktons/yr of seamless tubes for automotive industry, mechanical engineering and gas accumulators.
    - doubled customer satisfaction index thanks to a better customer proximity, technical specification contracting, improved reactivity in inquiries and after-sale services.
  • Vallourec - QHSE manager

    Boulogne-Billancourt 2009 - 2012 Managed Quality, Safety and Environment teams of the Steel Mill, 490 employees, running 24/7.
    - increased safety and divided our injury-related down time by 3 through middle-management training.
    - implemented OHSAS 18001 and ISO 14001 certifications successfully, managed ISO9001
    - managed the qualification of our major investment casting 2000 tons of steel per day
    - taught 2 years “safety management” in an engineer school.
  • Vallourec - Production Manager

    Boulogne-Billancourt 2005 - 2010 Managed the production of the Hot Rolling Mill (160p running 24/24, 1500 tons/day of seamless tubes) and improved the quality delivered to its internal customers
    - changed the mentalities (quality vs volume) through participative standardization and total quality management (TQM), without deteriorating the production rate.
    - developed the continuous improvement (TPM, 5S, SMED, Lean manufacturing and so on)

    Managed the start and ramp-up phases of a new production line (budget €52 million)
    - reached target volume and quality level only 18 months after the first foundation

  • Vallourec - Unit Production Manager

    Boulogne-Billancourt 2002 - 2005 Managed an Autonomous Production Unit (production, methods, planning, quality, logistics, customers service)
    - divided late items by 5 in 3 years by implementing a lean production flow
    - increased the capacity by 22% by reorganizing bottlenecks
  • BONAR Plastics - Site manager

    2001 - 2002 Implemented lean manufacturing for small lot sizes in just-in-time production of plastic parts for yellow machines and tractor English manufacturers
  • Tolméga - Technical manager

    1997 - 2001 - Process engineer, in a steel cable-trays production subsidiary (Tolartois),
    - then Technical manager - design, production and purchasing - in a subsidiary designing tailor-made composite material parts (Trioplast).



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