Airbus
- Head of Process management / Airbus Operating System
Blagnac 2012 - maintenantLeading implementation of Business Processes across Airbus Division
Airbus Central Entity
- Senior Lean Expert
2008 - 2011Leading SHAPE (SHaping Airbus Process Excellence) Project: Corporate process improvement initiative aiming at streamlining all Airbus Business Processes by using lean tools and techniques
Deploying Shainin Complex Problem Solving capabilities within Operations and Engineering through selected Lighthouse projects and certification of dedicated full time experts
Led the definition and deployment of Lean Standards across all 19 manufacturing European sites following a Lean Lighthouse (Model Factory) framework: Visual Management, TPM, 5S, Practical Problem Solving, Standardised Work. Currently coordinating and integrating the deployment of Lean Lighthouse standards across the overall Airbus Organisation
Airbus UK
- Lead Lean Manufacturing Consultant
2005 - 2008Implemented lean improvements in Long Range, then Panel Assembly Machining businesses:
- Managing a team of 3 Lean consultants/ Change Agents
- Delivering OEE improvements and implementing standardised work, work balancing, lean performance management system and waste elimination
Integrated lean principles in A350 XWB development programme relating to its operating system (e.g. working to takt, flow line, pull), management infrastructure (e.g. operational organisation) and mindset. Supported the A350 industrial plateau in identifying cost opportunities through value stream activities
McKinsey
- Consultant in Operations - Lean Manufacturing
2003 - 2005Specialised in operational transformations through various engagements in the automotive, food processing, insurance and medical devices sectors. Implemented holistic and practical approaches covering the operating system, the management infrastructure supporting its operations, and its underlying mindsets & behaviours:
- Increased productivity by 30% in automotive assembly cells and by 21% in food processing, both without capital investment
- Re-designed production planning process by introducing standard cycle times and Make-To-Stock/Make-To-Order principles in food processing in order to maximise machine capacity
- Carried out detailed 4-month diagnostic in a leading medical device company, delivering a shared prioritised set of operational and organisational improvement initiatives for near- and long-term to reach world class level
- Ran various 1- to 4 - week diagnostic, identifying main levers to improve operational performance
Faurecia
- Project Product Engineer
2000 - 2003- Led the development and achieved cost, quality and technical targets for an innovative cockpit composite structure used on a worldwide platform (1.6 mio vehicles per year)
- Managed technological know-how transfer from a European to a Japanese manufacturing company
