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Pierre-André HYERNARD

LE PECQ

En résumé

An industrial, with a pragmatic approach of the Quality, able to work in an international context

Mes compétences :
Crisis Management
Implementation of the Virtual reality/ Rapid and c
Quality Management
Technical support
Lean Manufacturing
Just-in-Time
production scheduling
transfer management
Management of Safety and regulations crisis
Logistics
Production Control
Project Management
Team Management

Entreprises

  • Faurecia - Directeur Qualité division Mécanismes

    maintenant
  • Faurecia - Risk management director & Quality Program director

    2013 - maintenant July 2013 to date, Risk management director and Quality Program director for Faurecia
    Seating, € 6.6 Billions, 42,100 people, 71 production sites and 19 technical centers
    in 23 countries.


    1°) Risk management director for the Business Group.
    In case of risk of recall for safety and regulations issues or in case of lawsuit,
    in charge of the communication strategy and crisis management with experts, lawyers
    and insurers.
    Main results: Management of several very important crises with very limited financial impacts for
    Faurecia, at the end of the crisis.
    Definition of the reaction rules to manage crisis for application in the world and mainly for the US.

    2°) Program quality director for the Business Group:
    In charge of the programs Quality in the world to ensure the program launches with
    the minimum of problems.
    Main results: Implementation of the Virtual reality/ Rapid modelling in the development phases
    Focused on the Perceived and definition of a new complete methodology for the development
    of the complete seats. Video put in place for the training of operators for the first time in Faurecia.
    Development of a complete worldwide system to improve the knowledge management
    in Faurecia.
    Development of a ``Transversalization'' tool for the company.
    Development of a quality -HSE- Operations e-learning training system used by 2 business group
  • Faurecia - Mechanisms Division Quality director

    2008 - 2013 , Quality director (Europe, India, China, Canada and Mexico)
    Mechanisms activity,
    4 main activities during this period

    1°) Quality Management of Mechanisms activities in the world.
    Define the quality policy of the division. Managing teams hierarchical and functional
    throughout the world.
    Establishment of appropriate quality organization to develop this division in a worldwide
    perimeter.
    Management of the main Safety & regulation alerts with customers and automotive makers.
    Implementation for a first time in Faurecia of a Non-quality cost management
    with the reducing of the huge scrap costs.
    Deployment of the QRCI tool (quality tool to solve quickly the problem).



    2°) Development of the systems for the division
    Definition of systems and associated rules for the development of the worldwide platforms vehicles.
    Definition and implementation of the management system for the development for the Generic programs and for the follow-up during the serial life of the Generics products.

    3°) Technical support for the division
    Support to the teams for the technical problems.
    Support for the development of 5 new generic products in short time with the support of external experts
    Development of a heat treatment unit and implementation of the monitoring for this activity worldwide.

    4°) Production transfer quality responsible
    Organization and definition of the scenario of one of the largest transfer of three plants in Europe in one new plant.
    Negotiation of transfer rules and validations plans with one of the most demanding car manufacturers.
    Monitoring of transfers and production plants in the world with application of common rules.
    Definition of reorganization plans of Mexican and French plants.
    Defining action plans to address complex plants in trouble.

    Main results: Division by 3 of the number of important safety and regulation alerts.
    Customers complaints quality divided by 2 in one year.
    Division by 4 of the number of customers returns at worldwide PPM level <2.
    Development of 5 new generic products in 2 years.
    The biggest plan transfer (3 factories in one) made with success.
    Development of new ranges of heat treatment, improving of more than 25% of the production capacity.
    Non-quality costs divided by 10 (were more of 10M EUR /year for a single factory).
  • Faurecia Seating product Group - SPG qulity Operation director

    2007 - 2008
  • Faurecia - Operations quality manager

    2007 - 2008 Business Group level, Faurecia Automotive Seating,
    Definition and implementation of the common quality standards for the Business Group.
    Develop production audit supports.
    Management of large safety and regulations alert of the Business Group.
    Main results: Management of one of the biggest quality alert "Business Group" with a reminder of vehicles avoided. Several million Euros saved.
  • Faurecia - Director of the Industrial Plan

    2005 - 2007 As part of an overall restructuring plan decided by Faurecia, in charge to define a transfer management system and associated indicators.
    In charge of the training of the transfer teams & Negotiation with customers of the transfer scenario and associated validation plans.
    Management of the largest transfers and implementation of production transfers
    at European level.
    Main Results: Productions transferred on time and without some customer's problem.
    Definition of the standard rules for the Group.
  • Faurecia Seating Metal Product Group - Industrial plan director

    2005 - 2008
  • Faurecia - Plant Manager

    2004 - 2005 FAURECIA Seat Metal Product Group, EUR 1Mds
    plant manager: 650 employees, EUR 110 m
    Very Old plant put under control very quickly with stoppage of the safety alerts and quality in 3 months.
    Re-motivated teams and establishing trust with the social partners.
    Complete reorganization of the plant.
    Definition of Quality and HSE policy with proactive reached a level of FR0t 26 to 3 in 6 months
    and dividing by 3 the PPM level of the plant in 6 months.
  • Faurecia Seating Metal product Group - Brieres les Scellés plant Manager

    2004 - 2005
  • Valeo Connective Systems VW division, - Industrial director

    2002 - 2004 Member of the Executive Committee.
    Following acquisition of this division, setting the industry standard of 5 Valeo plants of the division.
    Reorganization of a factory in the Czech Republic before being forced to transfer its production and close the plant.
    Reorganization of a factory in Barcelona just in time and simplification of the process.
    Transfer of the production from Spanish and Portuguese plants to Morocco and Tunisia plants.
    Definition and implementation of management system of a logistics just in time between Morocco and Spain.
    Main Results: Plant Czech Republic closed on time and just in time production in Spain from Morocco working well with the introduction of a new computerized tools production scheduling.
  • Valeo Connective Systems - Plant Manager

    Paris 2001 - 2001 Connective Systems, Tunisia,1500 employees, EUR 150 M
    Recovery in a factory hand in crisis and a project being started.
    Motivation and training of Tunisian teams. More than 1000 persons trained to the quality requirements of European Manufacturers. Ditto for the production.
    Main Results: Gain of more than 600K EUR / month by air taxi stop.
  • Valeo Connective systems - VW division Industrial director

    2000 - 2004
  • Valeo Wiping System - Paul Journée - Plant Manager, Valeo Wiping System

    1994 - 2000 Upgrading of the plant with implementation of the Group standards, deployment of Lean manufacturing tools and launch of new products and means of production processes. Rubber extrusion, automatic assembly of products, packaging process various painting cataphoresis painting line, fine stamping press.
    Set the plant flow, implementation of PIC and PDP.
    Development of new product lines and industrialization.
    Definition of a policy of "make to stock" to reflect the seasonality of the global customers' needs.
    Modernization of production facilities and renewal of product ranges.
    Main Results: PIC and PDP have school in the Valeo Group. Rate customer service 100% OEM and 95% for "aftermarket" and distribution markets
  • Valeo Wiper Systems - Paul Journée Division, plant Manager

    Paris 1994 - 2000
  • Valeo Wiping System - Paul Journee - Director of product line

    1993 - 1994 Valeo Wiping System Paul Journée, 400 employees, EUR 65 M
    Responsibility for product line Obturation- Remplissage - Régulation (ORR), from R&D to production.
    Successful launch of a new product range for the plant with a gross margin over 30%.
    Main Results: Contribution to improve the gross margin of the company over 30%.
  • Valeo Wiper Systems - Paul Journee Division Product Line director

    Paris 1992 - 1994
  • Valeo Wiper Systems - Paul Journee Division Sales & Industrial Engineer

    Paris 1991 - 1992
  • Valeo Wiping System - Paul Journée, - Sales Engineer

    1989 - 1992 In charge of commercial original equipment products.
    Project manager for new products with monitoring the development and industrialization.
    Main Results: The profitability of the business I was in charge was increased to more than 30% gross margin.
  • Valeo Wiper System - Paul Journee Division Product Engineer

    Paris 1989 - 1990
  • , NCS, Group Luchaire, Armament and Pyrotechnics activities, 10,000 employees - Project Head: Airbag Igniters Production Unit

    1988 - 1989 Development of the first airbag igniters in the world and implementation of the world's first automatic production line of airbag igniters.
    Main Results: Project completed according to both schedule and budget.
    Mercedes was the first manufacturers to launch its vehicles equipped with airbag systems.
  • , NCS, Group Luchaire, Armament and Pyrotechnics activities, 10,000 employees - Design engineer

    1986 - 1988 Development and industrialization of numerous pyrotechnic systems.
  • Luchaire Group - Airbag Squib Unit Product Project Manager

    1986 - 1989

Formations

  • INSEAD

    Fontainebleau 1990 - 1990 CEDEP


  • Internal Trainings

    Reilly , Jablonec , Abrera Etc 1986 - 2004 IMS , HOSHIN, 5S, SMED, Pull flow system, project management
    Production control and logistics: Kaizen Institute, Bill Belt

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