Patrick Plumas
Management de transition. Direction des Opérations/Projet, Direction Commerciale
Transition management. Missions: Operation Director and Projects/Programs, Sales Director and GAM chez Manufacturing industries: automotive, railway and aeronautic.
Engineer+MBA EMLYON Business School, fluent English, international mobility, expatriation. 20 years of experience in development and sale of products and equipments. Responsible for production, project manager, sales manager and Industrial Subsidiary Managing director in France and on the international stage. Management of project and operational management within industry : engineering, automotive, plastics, mechanic and metal. Management of more than hundred persons. Lean management, sourcing purchases and customer relationship management.
Skills:
Industries B2B, subsidiaries management, industrial and financial reporting, P&L, Kpi's, diagnoses strategic, dual industrial and commercial background, Lean Management (Kaisen, Smed, Hoshin, audit), continuous improvement, quality tools to design and manufacture, quality improvement, cost reduction, project management, reorganization and outsourcing of purchases, CRM and ERP software.
70 contacts2010 - 2010CEO
Sales Management
Industrial Performance
2007 - 2009To establish the strategy of development, the budget, to manage the P&L, to pilot the investments and the reporting. Manager the administrative, financial, commercial and industrial resources.
2006 - 2007Strengthen the automotive activities with the customers European leaders, and implement the diversification with the development. Executive Committee.
2003 - 2006To develop the activities of industries, to define sales both strategy and policy, to do both action plan and business plan of sales up to 3 years. Executive Committee.
2002 - 2003To define the strategy, to implement the business plan. To create new applications fields and services. To set up the pole of skills. To manage 45 consulting engineers and technicians.
2001 - 2002Mission within Algoe consulting: “study on structural adaptation automotive suppliers of second-rate and small industrial companies”.
1996 - 2000To increase the stamping and machining account, with the implementation of organisation by project. To define sales objective. To establish and to pilot the budget.
1994 - 1996To target, to obtain, to develop and to make the cockpits and interiors, door modules, bumper systems. To achieve QCD objectives. To manage teams of 20 people by project.
1982 - 1992To do the working out to the concept of “turnkey mould“. To define the new processes. Transverse responsibilities within project teams, the design and the contribution of two collaborators.
Methods/industrialization manager : to define investments and to implement them with new products. To define transfers with subsidiaries. To integrate plastic suppliers. To implement quality tools and productivity plans.
Technician and foreman 3x8 : to manage 40 people within injection shop of 50 press to inject. To manage means of production by training the staff. To implement tools, SMED, Kanban, SPC, Hoshin and TPM.