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Réginald MASSY

Boulogne Billancourt

En résumé

An international experienced Plants Manager professional.

I lead a sites across France to improve growth, revenue and the last but not the least the profit.
By engaging sales teams toward thinking out of the box (culture-change), to be able to bring innovation, differentation.
By engaging the customers services toward only one target : the customer satisfaction
By engaging the operationnel teams toward Six Sigma projects and Lean Manufacturing initiatives to deliver substantial quantified savings.
By empowering focused teams to deliver quality in highly pressurized, challenging and unionized working environment.

Main achievements include significantly improving revenue and profitability performance by portfolio devellopement, improvement marging, : reducing direct labour cost, improving quality performance and reducing drastically Lost Time Incidents in the industrial network.

Specialities :
Leading Change, Customer Relationship Management, Building High Performing Teams, Supply Chain Management, Labour Relations, Driving Lean into everyday’s life, Cross-Cultural Management.

Mes compétences :
Logistique
Lean Manufacturing
Technique
Manager
Stratégie d'entreprise
Lean supply chain
Six Sigma

Entreprises

  • Rentokil Initial - Regional Plants Director

    Boulogne Billancourt 2015 - maintenant P&L Responsibility of 4 sites in France, (by means of 3 site managers and a direct management of the last site ( total of more 350 employees and 40 M€ C.A)
    With the objectives :
    Ensuring customer satisfaction across the region and elsewhere .
    Growth development with a strong presence of National Key accounts (+ 40% of sales).
    Improve the operating profitability
    To be in compliance with corporate policies and procedures (internal procedures, rules health and safety, environmental policy, social policy, ethics)

  • hoyez - Chief Operating Officer

    2013 - 2015 Definition and implementation of an operating strategy for growth and profitability
    Drafting, and monitoring of forecasts and budgets
    Complete reorganization of the supply chain
    Establishment of an operational Excellence initiative
    Managing Human Projects
    Achievements:
    Lean projects and Six Sigma developed
    Down 20% of non-conformity
    Gain 10% productivity
    New ERP implemented : SAP Business

  • CHEP - Plant director

    Clichy 2007 - 2012 Management of the biggest industrial plant
    Ensure the implementation of the Group's strategy
    Chairmanship: Works Council, Safety Council
    Project Management: 6 Sigma.
    Achievements:
    Budget monitoring, cost optimization: saving more than 5%
    Development of Key Account: P&G, Coca-Cola, Nestlé
    Down 80% of non-conformity, and implementation of ISO 9001
    Maintaining social climate: absenteeism less 5%, 4 years without an LTI recorded
    Productivity: 10% gain, thanks to the development of new tools, deployment OEE.

  • Graphic Packaging France – Impression sur carton - Industrial Director

    2006 - 2007 Define and implement an industrial strategy in phase with the group
    Kaizen approach with the European team : UK, Spain, France
    Responsibility of safety and environmental aspect
    Achievements:
    Gain 15% of TRS
    Management of two sites (Cambrai and Grenoble)
    Global Management: removal of a production site (15 M€)

  • S.A. Malo Meubles - Production manager

    2003 - 2006 Member of management committee: strategic business development
    Complete overhaul of the production system
    Follow-up budget, Search for new raw materials (frequent trips: France, Italy, Spain,
    the Est. Country ...)
    Achievements:
    Improvement of KPI’s of different departments: production (+15% PP), logistics (97% respect deliveries) , technical (installation new machinery) , purchasing (-10% of the budget with new suppliers in Est. country) , Engineering, Environmental &Safety (No LTI Recorded)

  • S.A Demeyere - HSE & Projects Manager

    1998 - 2003 Management of a team
    Follow-up of implementation of several buildings (24,000 m²; 10,000m²)
    Regulatory monitoring: technical, administrative
    Receipt of new equipment across Europe

Formations

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