Mes compétences :
6 SIGMA
Amélioration Continue
BLACK BELT
Développement produit
excellence opérationnelle
Master Black Belt
Process
Entreprises
AREVA NC
- Directeur pour l'Excellence Opérationnelle
Paris La Defense2009 - 2013Animation du portefeuille d'action stratégique du Comité de Direction de la Business Unit Recyclage
Déclinaison des objectifs stratégiques en objectifs opérationnels d'amélioration au niveau des sites, secteur par secteur.
Définition des revues de portefeuilles d'actions -fréquence et contenu
Organisation des Comités industriels, organe de revue du fonctionnement des sites de production de la Business Unit
Création d'un réseau dédié à l'Excellence Opérationnelle au sein de la B.U.Recyclage
- identification et développement des acteurs ( certifications des Green Belts et Black Belts)
- déploiement et mise en oeuvre des méthodes adéquates pour l'atteinte des objectifs ( TPM, 6 Sigma )
- animation de la fonction (coaching de projets 6 sigma, formation ...)
Amélioration des processus d'interfaces entre les 4 différentes BU du Business Groupe AVAL
- identification des potentiels d'amélioration
- définition des projets
- coaching et suivi
AREVA T&D
- Continuous Improvement Director
2008 - 2009Mission
•Build up vision of function and translate it into actionable objectives at all level of the organisation
•Set up Central team and animate network to meet the challenges
•Advocate at ComEx level the necessary changes, projects and structures
Achievements
•Build up of the strategic plan of the function (4YP) together with BUs
•Re-foundation of the team for SD & CI to face new challenges and departures ( recruited: 1 BB, 3 MBB and 1 SD Director)
•Refreshed Steering Committee of function with new contacts in BUs
•Preparation and presentation in front of ComEx of the budget 2009
AREVA T&D
- 6 Sigma Master Black Belt
2006 - 2008Six Sigma Master Black Belt – Department Sustainable Development & Continuous Improvement
•Deployement of the 6 Sigma Initiative
•Adaptation of function support to challenges of the different BUs in term of CI
•Drive culture change through coaching and workshops animation
Achievements
•Creation of Black Belt and Sponsors Trainings ( 35 BB since 2007, 80 Sponsors trained in 2008)
•Delivered training sessions at different level including executive
•Recruited 1 BB in China, developed 2 BBs to reach MBB level (positioned in organisation)
•Define in collaboration with HR the Competency Wheel for CI members
•Coached transversal projects at different level including executive
•Animated workshops for different functions ( Sourcing, Finance, I.S.O. ) and Units Management Committees
SunChemical
- 6 Sigma Master Black Belt
2004 - 2006Business Improvement Project Manager for Europe(6 Sigma Master Black Belt)
•Member of the 6 Sigma Steering Committee, Europe.
•Managing relationships with fellow managers to develop strategic objectives and then lead operational and tactical deployment of resources to lead local initiatives.
•Responsible for one European Key Initiative of the group.
•Delivered training in French, English and German (VOC, GB Ops and DfSS, BB, Champion)
Achievements
•Mentored 22 BB and 20+ GB projects to successfully meet goals.
•Mentored 6 VoC projects leading to Value Proposition and finally business growth
•Led a Key Initiative in 2004-2006, delivering 1.7 Mo€ in 2004, 3.7 Mo€ in 2005, 1.4 Mo€ in 2006. Team of 6 BBs, 29 Sites targeted throughout Europe.
•Deployed a new Key Initiative in Operations for the Group in Europe, involving 2 BB and 3 GB on 3 different sites running a pilot which generated a first draft of ‘Good Practices’ and set-up approach, goals and methodology for the other plants in 2007
•Trained sales managers and forces (64 persons; 3 waves) and successfully supported the deployment of the Customer Value System in the France/Benelux SBU
•Co-trained first internalised Green Belts DfSS wave in German (March 2006)
•Co-trained 1 BB DMAIC wave in English, 2 GB DMAIC waves in France, 2 GB DMAIC waves in UK, 1 VoC wave in UK
•Realised a ‘Good Practices’ guide reviewing all the achievements of the Initiative, adapted to the Business and the managers requirements
•Successfully coached and developed 3 BB to Senior Manager positions mid 2006
SunChemical
- Business Improvement Project Leader (6 Sigma Black Belt)
2003 - 2004Responsible for leading projects and mentoring local project leaders(GB level).
Achievements
•Led 1 BB Project in Denmark on a pigment and colorant solution factory. Led a team of 10 realising a High level Mapping and a Value Stream Map. Involved resources, in agreement with local management, up to 23 people progressively into 4 sub-projects, resulting in annualised 1,3 Mo€ saving on OI (EBIT)
•Led 2 BB projects in Germany on industrial inks manufactures, involving teams of 5 people, resulting in annualised 310k€ and 130k€ saving on OI
•Mentored 11 local project leaders (6 in France, 5 in Germany), for a total of 15 projects realised, adding 900k€ OI to the business.
SunChemical
- Production Manager (a plant manufacturing Tolueen-based industrial inks)
1997 - 2003•Manager of 31 people (including 4 foremen)
•Responsible for warehousing of RM, manufacturing, storage of finished goods and preparation of expeditions in an Iso 9001 v94 then v2000 environment
•Responsible for H&S policy deployment – Plant classified for the risk of fire
•Responsible for process development and optimisation (maintained in the previous function)
Achievements
•Development and implementation of the local “competency grid” for all functions in production from shop floor to management
•Reduction of 33% of the rework rate
•Increased productivity by average 18% through reorganisation and training of collaborators
SunChemical
- Process Engineer (a plant manufacturing Tolueen based industrial inks)
1996 - 1997•Optimisation of processes and methods
•Industrialisation of Lab new developments
Achievements
•Introduction on site of a new technology for purification ( High-speed centrifuges); design of an automatic line
•Increased by 20% the machine capability through optimisation of grinding parameters
•Reduced by 60% the frequency of pumps replacement through redesign of methods
