REGIS B.
Direction des Opérations, Mécalim - Groupe AD Industrie
During my career, I’ve re engineered industrial organizations, I’ve managed plants, workshops, production and logistics oriented projects. Change management and kaizen assignments were their main contents.
They implied technical and structural matters: reengineering of the production flow through IT system implementation, organization reshape, human resource adaptation to change, process and production indicators monitoring, technology option, environment, health and security.
I ‘m interested in small and medium sized production structures that remain more flexible and reactive. This environment also fit my entrepreneur profile. I want to work in a dynamic and multi cultural environment to build my international manager card, in a new technology and market environment.
I’ve managed each of my assignments with efficiency, reliability and diplomacy, in strongly unionized context. My MBA gave me efficient tools to manage business operations and assignments in Spain stress my aptitude and motivation to integrate successfully a multicultural professional context.
My professional rigor was influenced by the high requirements in terms of quality and just in time of the F1 and aerospace market. My expertise of the Toyota Production System and experience in managing a family business are also valuable competitive advantages.
12 contactsChef d’Agence : « mission de développement d’une branche de service à la production »
MOHICAN – Services Saint Médard (33) 20 pers. Prestations de Services/ Assemblage aérostructures / Méthodes / BE – Groupe JPR CAP.
Développement commercial : AEROLIA / SAFRAN / Groupe EADS / VERGNET Eolien - Développement de la Branche France.
Recrutement du personnel, Suivi des missions, développement métiers.
Stress, mal bouffe, deséquibres psychiques et physiques sont les résultantes parfois d’un monde qui va vite et veut aller toujours plus vite.
Depuis 1996, le ferme BALESTA a développer des concepts et produits innovants qui depuis ont fait mèche avec une implication grandissante de la recherche sur ce thème nouveau et intriguant qu’est le lait de jument. Est-ce un des dernier lait qui garde son authenticité naturelle en ayant évité l’industrialisation des bovins devenus des usines à lait aux qualités remises en doute par certain.
2006 - 2009Plants Manager: “Mission: Strategy formulation and implementation – Organization Optimization” JPR CAP Group (AS9100)
Pessac Plant (France – Gironde): 40 employees – Aero structures Forming and Assembling.
Anglet Plant (France – Pyrenees): 5 employees – Aero structures Machining and Assembling.
Rationalization of the Plants Organization through multi Cross Functional Projects:
EN9100 quality certification and Process / Organization engineering for ERP implantation
Workshops Lean Manufacturing principles deployment
Products re positioning (Aerostructure Product class 2 & 3)
Customers’ contracts for the future Morocco Plant.
Morocco plant project: Financial Model, Risk analysis, Macro action Plan and Transfer Plan, Management Team recruitment, Operations supervision (Staff, Equipment, Training, Local Partners selection…)
Customers : Dassault / SAFRAN / Latécoère / ASCO
Performances:
EN9100 certification (99/100)
Turnover : +15%/ year - EBIT : +4%
New Customer contracts (+1,5M€ - 2007)
2003 - 2006Manufacturing Manager / Production Planning Manager / Sales Plant support
Howmet Ciral SNC- ALCOA Corporation – France –Aerospace Investment Casting (AS9100)
Responsible for the plant turnover (20M€) and sales plant
Workshops Organisation (350 employees, 8 supervisors) & Subcontractors management
Management of Cross Functional Projects (Productivity, 5S, engineering for ERP implantation)
Production Planning and production scorecard Manager (Backlog, inventory, quality, security).
Management tools: Toyota Management system, Kaizen, ABC inventory system, Risk management, and problem solving.
Main Direct Customers: EADS, Airbus Industries, Dassault, SNECMA, Hamilton Sundstrand
Performances:
Productivity (+15% over the 3 years)
Backlog decrease (50%)
Turnover Increase (+10% each Year)
1997 - 2003Production Lines Manager
PCC France – PCC Structural Corporation – France –Aerospace Investment Casting (ISO9001)
Titanium and Superalloy Production Lines Manager (Annual Turn Over: 20M€)
Workshops Organisation and Performance (70 employees, 2 supervisors, 4 team leaders)
Project Management (TQM, T.O.C or production flows management)
Technology: Titanium and Superalloy Investment Casting – Welding – Grinding – Thermal Treatment – Non Destructive Control (Visual, dimensional, X-Ray, FPI)
Performances:
Titanium line (1997 2003) Superalloy line (2000 2003):
Productivity: +40% Productivity: +10%¨
Lead time 25% reduction Lead time 25% reduction
WIP: 20% reduction WIP: 20% reduction
Turnover: +37,5% Turnover: +20%
Staff: +10%¨ Staff: +10%¨
1996 - 1997Family Business Founder
BALESTA Farm SARL – Cosmetic and Food Business – FRANCE – BIO Certification
Market Study, Business plan, Financing Plan, Customer Prospecting, Public Relation
Products conception and industrialization, Marketing and sales, Internet