Sebastien POULET

En résumé

Entreprises

• Trelleborg - General Manager

  Trelleborg 2013 - 2017 Mission: Build a new plant and transfer all aerospace activity
  Direct reporting to Global Operation Elastomer President
  - P&L Responsibility
  - Economic performance improvement (+7% EBIT) through scrap (-50%) and cycle time (-66%) reduction
  - Annual aerospace turnover increase (+20% in 3 years)
  - Continuously Improving OTD (achieved 91% OTD on Make to order parts without forecast)
  - New facility construction (5M€) and move on the new site of the activity without production shutdown after defining new production flow (logistical and human) respecting 6sigma and Lean principle

• Safran Electrical & Power - Business Unit Director

  2011 - 2012 Mission: set-up the engineering and manufacturing activity and start the Labinal/SAMC Joint Venture while achieving the financial objectives with direct reporting to Labinal Vice President and Europe Wiring and Services Division General Manager
  
  - Financial performance far above the objective (full P&L responsibility for a turnover of 8 M USD for 2011)
  - Expatriate team (32 pers.) and Chinese team ( Total 110 pers.) recruitment
  - future JV System and organization implementation
  - Labinal recognized as the best Comac partner especially for communication
  - Business Licence for JV awarded by the Chinese authorities

• Safran Electrical & Power - Comac C919 Program Manager

  2009 - 2010 Mission: Win C919 EWIS Program, strategic business for Labinal and Safran with direct reporting to Labinal Operational Management team to define business strategy (Opportunity to become preferred supplier for the 3rd worldwide commercial OEM and confirm worldwide leader position)
  
  - Labinal recognized as the ideal partner by Comac technical teams
  - Successfull negotiation and Signature of an Engineering contract for 1st year of activity for Labinal (~12M$)
  - Successfull negotiation and Signature of a JV contract between Labinal and SAMC (COMAC subsidiary) after leading complex contract negotiation
  - Signature of a commercial contract between the future JV and SAMC (Turnover above 500 M USD for the next 10 years)

• Safran Electrical & Power - Business Unit Program Manager

  2004 - 2010 Mission: Ensure customer satisfaction and maintain/increase Business Unit profitability (Labinal wiring most profitable business unit, Turnover ~35 M Euros) with reporting to Labinal Vichy Business Unit Director. Member of Labinal Vichy Operational committee
  
  - Integration of new customers (increase of 13% of turnover in 24 month),
  - Lead time reduction of industrialization (total of 66% over the period) and cost reduction (15% during the first year) via continuous improvement organization,
  - Production start-up including production transfer success to low cost area (1 M Euros project),
  - Improvement of commercial and production support through strong manufacturing en engineering transverse coordination

• Safran Electrical & Power - Transfer Project Manager

  2003 - 2003 Mission: Project manager of production transfer in multicultural environment prior to Worksop site closure.
  
  - No negative customer impact (on time delivery or quality), and On time transfer achievement,
  - 15% saving on transfer cost budget through strong cost management.

• Safran Electrical & Power - Railway Program and Production Manager

  2002 - 2002 Mission: Program and Production manager for Worksop site in charge of operation, quality and financial results (Turnover 3.5 M Euros)
  
  - Operation management for the full activity resulting in Production on time (100% on time delivery (OTD) to customer location) for this new contract with a new customer (new business start-up),
  - Productivity and Delivery Turnaround Time (TAT) in line with Business Plan
  - Quality performance at required customer level (>98% FTQ)

• Safran Electrical & Power - Manufacturing Manager

  2001 - 2001 Mission: Industrialization followed by manufacturing (Management of 100 persons)
  
  - Create a strong manufacturing team through team building management and performance management with real time indicators
  - On time delivery (OTD) of all products on time with 98% first time quality (confirmed by 100% customer inspection)
  - Productivity ramp-up above activity standards

• Safran Electrical & Power - Manufacturing Engineering Manager

  2000 - 2000 Mission : Reorganization of manufacturing engineering department integrating project management training using QQCD objectives and budget follow-up.
  
  - Preventive maintenance plan implementation (TPM)
  - Manufacturing management process implementation through value stream mapping, lean and continuous improvement activity and warehouse reorganization
  - Bar code systems used throughout the factory and later deployed on another Business unit

• Safran Electrical & Power - Manufacturing Engineer & Team Supervisor

  1998 - 1999 Missions: Team supervisor (20 persons) and Manufacturing Engineer in a start-up environment (from 0 to 500 employees in 2 years)
  
  - Productivity improvements allowing for production ramp-up without recruitment (30% production increase) with direct hands-on management
  - Kits implementation to improve quality and manufacturing efficiency
  - 5S implementation

Formations

• Ecole Nationale Supérieure Des Arts Et Métiers

  Paris 1993 - 1997

Réseau

• Frederic KOT

• Georgette DESBROSSES

• Gilles RAIMBEAUX

• Gregory FLIPPES

• Guillaume MENVIELLE

• Jean DAUBENBERGER

• Lihui NIE

• Matthieu MAHOUDEAUX

• Stéphane FRITZ

• Thomas OLIVERO