Florian Compe

Business engineer/Project manager: Ensure the new project PP launch to Alstom Transport
→ Creation manufacturing wiring ranges
→ Workshop support, system modification
→ Information system improvement, standardization, monitoring

Warehouse project Manager: Logistics processes optimization
→ Introduction of the new Picking area (150 references)
→ Formalize the current processes
→ Storage capacity calculation, implementation of the new storage organization in the second warehouse thoughtout creation of simulation tools
→ Several projects ongoing: monitoring performance, organization troubles
→ Forwarding of the projects management schedule for new employee

Project Leader Assistant: Inventories Strategy and Flows Management implementation
→ Strategy decision: flows analysis, profitability and reliability researches
→ Establishment of specifications and requirements files: Benchmarking, mediator with sub-contractors, purchases, financial, manufacturing and procurement departments. Operational surveys, technological options, forecasts, contract establishment
→ Introduction of the new Picking area (1 200 different components) and storage (9 000 references), costs and calculation studies design (creation of a simulation and implementation tools), resources organization, change participation and accompanying, definition of procedures, flows optimizations
→ Respect of the deadlines, partial implementation at the end of my mission
→ Miscellaneous Extended functions on Lean Manufacturing project
→ Profits of 500 000 euros yearly, improvement of quality, order preparations times decreased of 60%

Logistics Mission: Raw material process Optimization
→ Projects bills of manufacturing updatings: forecasts and simulations tools. Continuous collaboration with welding engineers and welding operators.
→ Procedures establishment for the follow-up of consumptions and implementation in the process.
→ Deletion of out of stocks and diminution of the storage quantity

Logistics Mission: Dashboards for logistics activites
→ Implementation of Key Performance Indicators: single and global follow-up, information sharing, writing simplifications, alerts and budgets projections
→ Individual training and global presentation in the process. Mediating role between logistics and accountant departments
→ Total introduction, improved communication, time profits