Jean-Philippe HUC


En résumé

Welcome to my profile...

As global Quality and Progress Manager for several Business Units, I'm able to optimize the performance of the company and define related strategy.

- I have a strong experience in leading Operational Excellence. Designing and conducting :
. efficient management systems
. pragmatic continuous improvement programs
- Act as a Team Leader within multi-functional environment including technical projects with experts
- Apply lesson learned, Manage Problem Solving
- High capacity to quickly adapt myself to new context
- Targets focused, huge perseverance (financial gains obtained on time during last major Quality projects)

Areas of expertise:
• Quality Management: Management systems, Quality strategy and objectives, Quality Control, Quality Assurance, Suppliers quality management, Quality methods and tools, Self-assessment, Audits, Certification.
• Operational Excellence: Process Improvement, Continuous Improvement methods and tools
• Project management: process and industrial performance, working groups leading, cross-functional teams, change management.

Specific certifications:
Lean 6 Sigma,
Iso 9001 and EN 9100 auditor,
Demand Driven MRP institute

Professional experience:
- Metallurgical transformation for Aerospace (structural and aero engines), Defence and Power Generation Parts
- Thermo-plastic processing industry for automotive and medical devices areas

Member of: "Association France Qualité Performance", Midi-Pyrénées

A l'écoute de nouvelles opportunités sur bassin Toulousain

Mes compétences :
Management opérationnel
Assurance qualité
Lean Six Sigma
Amélioration continue
Gestion de projet
procédés spéciaux
lean manufacturing
Lean management
Maîtrise statistique des procédés
Conception de produit


  • Aubert et Duval - Head of Global Quality and Progress

    2009 - maintenant - Managing and driving the Quality Team (165 people, 9 white collars)
    - Handling aerospace EN 9100, ISO 9001 and NATO AQAP certifications
    - Responsible for global quality performances for the 3 Business Units (incoming inspections, subcontractors surveillance, internal quality performances, customer events) with definition of the quality strategy. Quality KPi improved: scrapt rate halved and customer's claims divided by 3.
    - In charge of specific improvement programs for process or products. Machine availability and delevery rate within objectives.
    - In charge of product design processus robustness
    - Responsible for NADCAP Special Process (NDT, Heat treating, Laboratory, Chemical etching): leader for continuous improvement workshops
    - Head of Metrology and Laboratory departments for test samples : machining, mechanical tests and metallography
    - Head of Pyrometry Department and Heat Treating Engineering Department
    - Risk manager for the plant (395 M€, 1150 people).
  • Faiveley Plast - Quality and Progress Manager

    Bourgoin-Jallieu 1999 - 2009 Thermo-plastic processing industry – Assembly of technical components in the following fields  Pharmaceuticals / Medical / Automotive / Cosmetics / Sport-leisure / Luxury watchmaking. Reporting to CEO, working with all departments. Main tasks:
    • handling the Quality and H.S.E policy (according to international standards)
    • in charge of quality performance for the plant
    • customers interlocutor for all quality subjects
    • management of the departments attached to Quality:
    metrology, product quality, quality development , microbiology laboratory
    • in charge of 6 Sigma and Lean continuous quality improvement approach (working with Switzerland international school, EPFL).
  • MGI-Coutier - Manufacturing Engineer

    Champfromier 1997 - 1999 Manufacturing Engineer for Automotive Motor Equipment Manufacturer

    In charge of the personnel and tools production during 8 months, then:
    • optimization of production: reduction of rejects of 65 % (Top 5)
    • treatment of customer claims, in contact with internal quality service