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Marc MONTEIL

BEYROUTH

En résumé

Accomplished in delivering strong market, financial, and operational results in international and multi-cultural environment.


- Start-up & Turnaround Leadership
- P&L and General Management
- Vision, Strategy & Execution
- Strategic Business Planning
- Change Management
- Lean Manufacturing
- Organizational Leadership
- Productivity & Efficiency Improvement
- Total Quality Management
- Supply Chain Optimization
- Health, Safety & Environment
- Human Resources
- Cross-Cultural Communications

• Accomplished in driving major manufacturing initiatives, ranging from closing, expansion, integration, and start-up of greenfield factories.
• Internal consultant on lean manufacturing – TPS, Shigeo Shingo, JIT, Kanban, Muda, PDCA, Kobayashi’s 20 keys, Six Sigma, SMED, and TPM.
• Excel at creating vision and strategy and cascading them into action plans that deliver results.
• Results driven through people participation, learning development, and ownership. Inspire teams and lead by example.
• Easily interface and negotiate with across all organizational levels, from trade unions, Chairmen, shareholders, customers, local authorities, employees, and suppliers.
• Citizen of the world with international experience and outstanding cross-cultural communication abilities. MBA degree.

CAREER HIGHLIGHTS

• Spearheaded start-up and growth of Bekaert Textiles in Turkey from greenfield to production in 15 months; drove sales to €15 million and captured market share from a major competitor.

• Increased sales volume 20%, improved productivity by a total of 40%, and reduced accident rate 70% and equipment breakdown rate 25% for JTL Ghana/Vlisco.

• Improved overall equipment efficiency 20%, reduced failure rate 50%, and drove 30% inventory reduction for Crown Cork & Seal, Harare, Zimbabwe, Africa.


Corporate Governance, Institute of Directors Ghana, 2004

ACTIVITIES
SPEAKER at EATP Executive Seminar - Istanbul May 2007
Challenges and Opportunities in the changing world of Polyolefin Textiles. Why to investment in Turkey?

Member of the European ISO Committee for Child Resistant Closures (CRC-Sécurité enfants TC122) and the Ghana Textile Standard Board (TC 164)

Regional coordinator for AIDS/HIV aid efforts in Ghana: established a literacy/numeracy program for adults (120 people in 2 years)

Mes compétences :
Lean manufacturing
Change management
Resources humaines
Emballage et conditionnement
B2B
Forward thinking
Efficient reader of people
Organisation et stratégie
Result oriented
Communications skills
Leadership & Business Ethics
Cross cultural management
Willingness to take the lead and responsibilities
Encourages continuous learning at all levels
Customer Focus
Marketing & Sales
Measured emotion
Win hearts and minds

Entreprises

  • Confidential Bevcan Middle East North Africa - Directeur Executif , Board member

    2015 - maintenant
  • Royal Can Making Company , Kurdistan , North Iraq - GENERAL MANAGER

    2013 - 2014
  • CCMC - Qahtani Group- Packaging Business Unit - GENERAL MANAGER

    2010 - 2013 CCMC is part of the fast-growing holding company with diversified business operations in the FMCG, Oil & Gas and other key industries.The CCMC, World Class Company provides the highest levels of two-piece beverage and juice can quality and service in the Middle East.
    Our Values : Commitment, Integrity, Fairness, Accountability and Responsibility, Passion.
  • Crown Bevcan France SAS, Ex SOFREB - Plant Manager, Directeur d'Usine

    2008 - 2008 Manufacturing of 2 piece beverage steel cans for the soft drink and beer industries - France, Benelux & Germany.
    185 people, turnover €120M.
  • FILTISAC SA - IPS Abidjan Ivory Coast - INDUSTRIAL DIRECTOR

    2008 - 2010 Packaging Division West Africa : Mali, Burkina Faso, Côte d'Ivoire, Senegal. Packaging for transportation, Woven Natural Jute Bags, Woven synthetic Bags, Extrusion, Injection moulded packaging, lamination,PET.

    After one year : Obtention of ISO 9001 version 2008 in November 2009 with SGS, First packaging company in Côte d'Ivoire;
    Start up cultural change by implementing lean manufacturing, KPIs and reduction of 2 layers of the organisation with Autonomous Manufacturing Teams implementation...
    Developements of new packaging with the innovation and developement department.
  • GAMMA HOLDING BEKAERT TEXTILES - GENERAL MANAGER- BUSINESS UNIT MANAGER

    2005 - 2007 PROJECT MANAGER THEN GENERAL MANAGER DUTIES
    · Starting the operation from a zero base.
    · Identifying a site for the facility and purchase of the land.
    · Sourcing building contractors to construct the plant.
    · Run the operation from start up to a fully-fledged operation.
    · Keep the corporate head office fully updated on all issues.
    · Develop people and build up technical and production capabilities


    DUTIES
    * Define and implement the strategy with the guidelines from Head Office
    * Plan and implement human and technical resources to achieve the goals
    * Annual production plan, based on budgeted sales volumeŸ Manage and follow up budgets, reporting and Investment plans Ÿ Manage social relations and environment with local authorities and inside the company
    * Studies and follow-up of technical and technological developments
    * Coach the teams and the plant management
    RESULTS
    * Factory in full operation with 80 % efficiency and quality at group standard
    * Accelerate relocation of equipments from Belgium
    * Extension purchase of land 26 000 m²
    * Develop local sales and took market shares from local competitor
  • GAMMA HOLDING VLISCO - TECHNICAL DIRECTOR

    2002 - 2005 TECHNICAL DIRECTOR – MANAGING DIRECTOR VLISCO Ghana 2002 –2005
    (2 mills): €15M revenues, 1,150 employees

    DUTIES
    * Develop and implement a business strategy with senior management * Coordinate production, quality, maintenance, new products development, EHS, and the supply chain according to Quality / Cost / Delivery / Image objectives
    * Manage personnel and supervise finance
    * Stay informed of new technologies in spinning and weaving
    * Close down and liquidation of the company

    RESULTS
    * Increased productivity 25% in spinning and 15% in weaving by creating 2 business units with empowered teams (AMT) and with common methods (TPM and TQM)
    * Reduced the accident rate by 70% and the breakdown rate by 25%
    * Increased volumes 20% by doubling exports and improving quality
    * Diversified the product line (from 1 to 6) after conducting customer validation tests
    * Reduced inventory and lowered energy costs by 16%
    * Installed new process technologies for temperature and humidity control (€800K)
    * Smooth closing of the 2 factories, no strike or social movements
  • CROWN CORK AND SEAL - QUALITY DIRECTOR

    2001 - 2002 QUALITY DIRECTOR (2001-2002), France
    4 sites (applications in food, pharmaceuticals, industry, and mineral water): €50M revenues, 300 employees
  • CROWN CORK AND SEAL - PRODUCTION MANAGER

    1998 - 2001 PRODUCTION MANAGER (1998 - 2001), France
    1 site (steel beverage cans): €120M revenues, 170 employees
  • CROWN CORK AND SEAL - INTERNAL CONSULTANT

    1997 - 1998 WORLD CLASS PERFORMANCE MANAGER (1997 - 1998), South Africa
    3 then 11 sites in 6 English-speaking African countries (plastic and metal packaging): 2,000 employees
  • CROWN CORK AND SEAL - INTERNAL CONSULTANT

    1995 - 1997 WORLD CLASS MANUFACTURING & TRAINING MANAGER (1995 - 1997), Zimbabwe
  • CARNAUD METAL BOX - TPM Manager

    1993 - 1995 TOTAL PRODUCTIVE MAINTENANCE MANAGER (1993 - 1995),
    Ivory Coast

Formations

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