Jean BOIDRON

HISPANO-SUIZA representative at Rolls Royce main engine development and manufacturing facility

.Represent HISPANO-SUIZA for Development, Production, Quality, Commercial and In service activities
.Identify customer satisfaction key features and linked activities implementation.
.On site, contracts terms and conditions manager.

Manager of 6 engineers team in charge of quality program for engine system customer, from design to In service delivery.

.Represent the customer internally and HS externally for quality aspect
.Federate and Harmonize all divisions Quality program activities
.Orchestrate customer satisfaction quality activities
(Containment / Airworthiness / Communication / Root cause Analysis / Corrective Action / Efficiency measurement)
Key Achievements: Organization defined and implemented to improve customer complaint management by focusing on responsiveness and root cause analysis. Thanks to this new structure ppm have decreased from 4000 to 3000 at a company level, answers capacity has increased by 30% with same staff and on time answers increased by 10%.

Project Manager (Parallel activity) : Implementation the previous Quality complaint Management System at a company level

Manager of 6 engineers team in charge of quality program for power transmission customer from design to In service delivery.

.Represent the customer internally and HS externally for quality aspect
.Complaints and non quality delivered management
(Containment / Airworthiness / Communication / Root cause Analysis / Corrective Action / Efficiency measurement)
.Root cause analysis deployment (Brainstorming / ISHIKAWA / 5 why / PDCA)
Key Achievements:
100% of Hispano-Suiza answer to customer complaints with a root cause analysis formalized with ISHIKAWA/5 WHY, in 2005.
PPM on 6 months decreased in 3 years from an unstable 19000 score to a stable 250 score with more than 7 consecutives points converging to this value.
Quality Improvement Plan deployment (6 sigma project for PPM improvement)

Project Manager (Parallel activity) : Implementation of a Quality Complaint Management System

Management of after sales aspects for power transmission on BR710 and BR715 engines

.Planning and follow-up of the returns to the in-house repair shop (Retrofit of BR715 fleet)
.Organization and follow-up of the on-site repairing missions (worldwide missions)
.Solving of the in-operation problems
.Budget management
.In charge of the optimization of the repair shop performance and efficiency for BR products
Key Achievements: the service rate of the repair shop was increased from 30% to 80%.

Project Manager (Parallel activity) : Implementation of a Workflow tool to manage after sales customer complaints.
Key Achievements: Thanks to this tool, ISO 9000 Process Score Card was significantly improved.

Optimization of the information flow : Design and implementation of workflow tool to improve the non-conformity treatment.
.Taskforce group animation to optimize the processes and to define the specification of the tool
.Human changing principle deployment
.Users training