Felix Simo

Coming from the manufacturing industry, new challenge in Business Process Outsourcing company.
Lean Six Sigma for Services strategy roll-out in French Market, based in Strategy , People, and engagement. Project Selection Process. GB and Yellow Belt training

Main projects:

Iberica Turnaround team
Absenteeism management: Strategy to decrease Absenteeism initially from 12% to 8%.
Customer Sat Analysis. Strategy to improve end user satisfaction in the market

Continuous Improvement Champion for Fresh Food and Development Markets.
Lean Six Sigma strategy roll-out, Black and Green Belts selection and coaching.
Manufacturing strategy team member: involved in the improvement projects to achieve the manufacturing excellence, simplifying plants complexity.
Main Projects:
Fresh Food France
Lead Time 15 days: Order confirmation time: from 5 to 2 days in SAP supply Chain environment.
Business Model roll-out/ Change management project: New Customer Service Model design. Customer service toolbox: Process and Tools to facilitate the new Customer service role.
Development Market: Poland, Russia, Czech Republic.
Order Confirmation time from 11 to 3 days in supply chain process without ERP integrated.
P&G eastern countries :Manufaturing KPI, Waste Reduction program,Change Over time project.
Costing model review: Manufaturing Data, Data flow, RACI.

Creation of Teamwork (15 people). Identification and grouping all Supply entities: functions files and new resources. In charge of the Supply (7,3M€), planning (3558 orders per year), customer service and graphic center.
ADAM (Alcan Digital Asset Management) project implementation: data exchanging between Suppliers – Alcan – Customers, and graphic chain management platform.
Updating the AS400 database by reducing the number of references

Black Belt «Continuous Improvement ».
Lean Six Sigma project leader: 30% reduction of raw materials stock (700k€ in 2005), Cylinders Cost reduction (Forecast 300K€ in 2006).
Green Belts training: Coaching in Logistics cost reduction and Reduction of stocks in Cookware department.

Orders stream optimization by reducing the order lead-time by 2 days.
New Layout for the department dealing with the flow of information. Creation of simplified procedures for new customers. Setting new key process indicators. Creation of a monthly orders feasibility procedure to achieve the turnover objectives.