Atos Consulting
- Senior Consultant
2008 - maintenant
2008 (4 months) AIRBUS – Maintenance and Repair Operations
•Harmonization and simplification of business monitoring and improvements of communication following reorganization of Maintenance and Repair Operations Department aimed at merging maintenance related activities (Major Repairs, Fleet Management, Turnkeys and Retrofits).
•Development of a business case tool to manage the whole cost of a Turnkey project (Pieces, MRO when subcontracted, Service Bulletin development, etc.), methods and tools for business monitoring and communication, definition and deployment of key performance indicators.
2008 (3 months) La Poste – Process, method and tool to control Industrial Mailing deposits
•Early release of flows to production, reduce costs while improving service quality.
•New methods definition in order to optimize controls through a sharper targeting of customers at risk (regarding contractual clauses conformity).
•Designing a new information system to manage the whole activity locally and nationally.
Airbus Cimpa
- Consultant - Change Management
2004 - 2008
2008 (6 months) AIRBUS CIMPA – Company Policy
•Clarification of the company policy and communication to the whole company.
•Exhaustive revision of the annual policy through a structured approach: Balanced Scorecard.
•As-Is analysis. Strategic themes and axes definition. Objectives and key performance indicators definition.
•CEO and 5 functions responsible involved. Policy validation and publication.
2007 (5 months) EADS – EADS PLM Harmonisation Project (PHENIX)
•Cost reduction through harmonisation of PLM processes, methods, tools and suppliers’ rationalisation across all EADS Business Units.
•In charge of the demonstration plate-form organisation.
•Defining the demonstration plate-form mission, organisation, processes and project management methods and tools.
•XxM€ invests, xx team members in place
2006-2007 (16 months) AIRBUS – Change Program (Power8)
•Aircraft development plan re-engineering aiming at reducing by 30% the time to market and reaching full maturity at first flight.
•Support of project definition (objectives, scope, organization, actions, risks, budget). Support of project launch, control and facilitation.
•Development plan analysis and optimization (10 years vision) through a detailed analysis of time constrains and technical, contractual and financial interdependencies. Planning method definition and team training.
•Supervision of two junior consultants, 50 Experts and experienced managers consulted. 100 European contributors.
2005 (12 months) AIRBUS – A350 Robust Launch (part of Route06 change program)
•Improve the existing design processes and tools, to ease decision-making during the pre-launch phase of a new aircraft programme, in order to reduce the amount of changes and re-work in a later phase of the programme: improve communication with airlines and key suppliers from the very beginning, provide clear and validated objectives for aircraft design, manage technical risks and master aircraft configuration evolutions, promote a global aircraft approach for a better optimisation
•Supporting implementation of advanced development methods in the early A350 concept phases: customer focus group, requirement process, requirement base management, risk management, configuration management, functional analysis, cost targets setting process and design to cost
•Projects rescoping, teams’ organisation. Implementation planning. Projects launching, controlling (actions, risks, budget) and facilitating. Project closure lessons learnt capitalization, performance steering.
•Up to 1000 designers, engineers, experts, suppliers and customers trained across Europe, 2.6M€ invests, 15.4M€ OPEX savings.
2004 (6 months) AIRBUS – Rationalisation of A380 test means (part of Route06 change program)
•Reduce OPEX and CAPEX related to test means
•Reduce/suppress existing duplicated test means, prevent future duplications. Standardise processes, methods and tools for tests. Harmonise subcontracting across NatCos. Reduce subcontracted tests wherever benefits can be done, in accordance with Architects and Integrators strategy
•Projects Audit. Risks analysis. Root causes analysis. Support to critical projects reorientation. Cost analysis and business cases co-design. Support of implementation contracts signature. Implementation plans co-production. Scorecards design for implementation follow-up. Implementation launching
•9 working groups. 70 team members across Europe, 7.3M€ invests, 28.2M€ OPEX/CAPEX savings.
Airbus Cimpa
- Junior Consultant
2003 - 2004
2003-2004 (7 months) AIRBUS – Process improvements
•Concurrent Engineering Methods and Tools deployment towards world wide supply chain.
•In charge of formalisation and harmonisation of processes across the four Airbus National Companies.
•Process analysis and design for: Internet portal and engineering applications subscription, network and databases connection, methods deployment and trainings.
•7 processes formalised.
2003 (5 months) AIRBUS CIMPA – Balanced Scorecard implementation
•Strategic Analysis and Management System design
•Objectives clarification and strategy formalisation
•Indicators selection and scorecard design
2003 (3 months) AIRBUS CIMPA – Process analysis
•Process design targeting ISOv2000 certification and ERP selection.
•Design of the following processes: sales, procurement, operations, suppliers’ management, invoicing, training quality and human resources.
•Support to a Project Management tool selection
•7 processes designed, 20 people involved, certification obtained.
