Philippe PINEL

The main customers are Alstom power hydro, PSA, Hatebur, MSA...
I am in charge of the melting, moulding, finishing and machining shops and of 100 workers.
The foundry casts, heat-treats and wrough machines 4000 tons of alloyed steel a year.
TAMARIS Industries are a member of the DELACHAUX group.

Reporting to the President, I am responsible for the core-shop, melting shop and molding shop composed of a team of 54 workers and 4 foremen.
My main tasks are:
• Operate the foundry to meet our goals in quality, EER (equipment efficiency rate), and safety,
• Launch the first 6 sigma project.
The analysis of the major losses of the efficiency rate (ER), lead to an action plan involving the molding shop, maintenance and the melting shop. Increased the ER from 54% to 61%.

Reporting to the plant manager I had the task to implement a new foundry shop and train the workers dedicated to this shop.
This required:
• Participating in implementing the caster, and all the equipment related to it (total investment of 7 million Euros),
• Select a team and train them on metallurgy & foundry practices.
Within in another organization than the ones found in France, I have experienced different functions (training, production practices, purchasing, maintenance, quality insurance).

Reporting to the plant manager, I was responsible for the foundry which included 49 workers and 12 foremen.
• Initiated a Continuous Improvement Program & imrplemented Total Quality Indicators (Problem Solving Groups, SMED, 5S…)
• Setting an ISO9001 certification to the year 2000 version
• Building a cost reduction plan with my foremen to decrease manning, energy and consumables with practical plans.
This experience has allowed me to steer an entire team. By creating a powerful team, this lead us to great results both in quality (18% of scrap in 1998 to 6% in 2003) and in equipment efficiency rate (on arc furnaces).