Fabrice Cuminge

Objectives:
With a team of 3 executives and 2 technicians, the objective is to manage the performance of Liebherr’s 60 Partners, in the respect of the objectives of 98% OTD. The Liebherr’s 60 Partners are international: USA, Mexico, Israel, UK,
France, Russia, Morocco, Spain…

Approach:
Identify the suppliers' fields of progress. Establish action plans to be implemented and to coordinate them. Constitute a schedule of interventions and audit our Partners (I.P.C.A.). Improve the logistics information flows between Liebherr the Partners. Manage the minimal level of stock and implement consignment stocks. Handle the coordination with the other internal departments, technical and commercial. Manage the performances reviews with the Partners.

Results:
After three year working, 95% O.T.D has been reached, 10% improvement compared to the previous year. The Lean manufacturing events are in line with our target with all our major Partners.

Objectives:
Within the Ratier-Figeac’s strategy for Continuous Improvement of production, my mission is to develop and implement Lean Manufacturing practices across Ratier-Figeac’s workshops.
Managed a team of about ten people, completely dedicated to the Lean Manufacturing tool using tools such as VSM, Kaizen, 3P...
The goal was to reduce process time, lead time, production’s area, operators’moves,
non quality cost and optimize the area.

Approach:
Following an advanced Lean training delivered by the U.T.C. group and reporting directly to the Lean Manufacturing Director and the Production Director, I had the necessary tools to complete this challenge: V.S.M., Kaizen, 3P, … methodologies.

Results:
The implementation and improvement of twelve assembly lines have been achieved: Airbus side sticks, A320 and A330-340 Airbus pedestal, A330-340 and CRJ700 Canadair T.H.S.A., A400M propellers blade foam injection line. Noticeable savings were measured:
• 50% average reduction of the various lead times
• 10% average reduction of the different process times
• 30% reduction of the production’s surface
• 50% reduction of operators and products distances
• 30% reduction of non quality costs.
Those projects also helped to reduce lead time on assembly lines, to reduce stock and work-in-progress, to improve the delivery reactivity, to reduce the number of suppliers and to reduce the number of references to be managed.

Objectives:
Working with one technician, the objective was to manage the outsourcing of a part of the production from Ratier-Figeac to PZL Swidnik, Poland. The important topics were: the industrialization of several products, the set-up of a production plant, the selection and training of a Polish staff, the implementation of a MPS, the reporting to Ratier-Figeac’s Management Board and the resolution of daily problems.

Approach:
For three years, my mission was to identify our weaknesses, to treat them and to bring long-lasting, relevant solutions. I had direct relations with the Ratier-Figeac Director of production and the Director of logistic, with conferencecalls, regular updates/reporting and extensive travel.

Results:
After completion of the project, PZL’s turnover reached €2,2 millions. The Workshop became independent with a team of 31 dedicated people in place. An On Time Delivery of 85% was obtained.

Objectives:
Realization and responsibility of calculation’s reports for the definition of items.

Approach:
I managed a team of 3 technicians. Many work sessions in companies like Airbus in Toulouse, Hurel-Hispano in Le Havre allowed me to be in direct relation with the customer and to be confronted with their requirements.

Realization of calculation’s reports for the definition of aeronautical sets and items