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Constellium
- Supply Chain Manager
Paris
2014 - maintenant
I manage the supply chain team of 60 people that are dedicated to drive the internal and external flow of a plant 1700pers, 700M Sales, 5 autonomous production unit in a manufacturing business of aluminum transformation.
The turn around of the High inventory, low customer service rate and push flow situation are my main mission to conduct.
With the high potential team that is in place and the lean transformation already started, i will focus on the human empowerment, the stabilization of the organization, and the standardization and improvement of the supply chain process and operations.
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Alstom
- Supply Chain project manager
Saint Ouen
2013 - 2014
My mission consist in integrating lean tools dedicated to improve the efficiency of the supply chain on a worldwide perimeter (7 production site, 5000pers. Brasil, Canada, India, China and Europe). The dimension of the expected gain, based on waste reduction in site installation, represent 300K€ for 2013.
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ALSTOM
- Production & Lean manager
Saint Ouen
2010 - 2013
I managed a team of 70 people, with 3 direct report in the turbine & valve manufacturing for hydro power business. My 1st mission was to put in place a strong operational management process in order to improve the ressource and assets performance.
My 2nd main focus was to adapt lean tools to Alstom hydro business (7-14month lead time, single part volume, 50-200 Tons part, 4-6m diam. sized…). In this field, I deployed the Value Stream Mapping to support all function on the waste hunting (last “cash focus” project : 14% lead time reduction: 50days). On regular basis, I improved visual management, 5S culture, problem solving and escalating process with weekly / monthly committee. I conducted training on smed, reactivity sheets, VSM…
At Alstom global level, my mission was to support operational excellence deployment, submit good practices and be part of auditor’s team to assess and help the other Alstom locations
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NYPRO
- Production Manager
2007 - 2010
I manage a team of 80 people, 5 direct report, plastic injection of medical devices in cleaned room. Steering committee member, I lead production, logistics and tooling maintenance activities. My main mission is to improve the production effectiveness, through the E.H.S, Quality, Cost, Delivery visual management and support the deployment of lean culture (Implementation of 5S standard, Kaizen and kanban). On supply chain, I particularly work with my team on customer demand analysis (PIC/PDP), inventory and cycle counting and optimize by 25% of logistic and transportation cost. I support a 6 sigma project to optimize the supply chain cost and get rewarded by the customer for the succeed of the workshop (savings > 150K€). I Start a new production unit, with 6 presses (300T-400T), recruit the team, deploy the training plan and insure the ramp-up phase.
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Valeo thermique moteur
- Lean Manufacturing manager
2003 - 2007
jan 06 - nov 07 Steering committee member, I animate and lead the Lean strategy deployment; Specific focus at this period on pull flow, sequencer, kanban and SMED activities (Finished goods inventory of aftermarket decrease < 5 days, production sequenced, spaces savings). Training and support to start supplier kanban and promote the 5S plant activity.
Taking care of the management of the operational excellence deployment according to group roadmaps and audit system (V5000, VPS Core).
Sep03 - jan06 Logistic project manager of the re-layout of the Plant 700pers, 30K m2, 4 APU. Reorganization of the logistic flow (outsourced and internal), Working on industrial plan & leading the re-layout projects through workshop with team (R&D, Production, logisticians team...) of the site. Logistics cost decrease (2003 : -165 k€., 2004 : -370 k€ manut. et -150 k€ stock).
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Valeo thermique moteur, Laval
- Production & Logistic Supervisor
2001 - 2004
Management of logistic and production team of 30 pers., (lift truck drivers, operators and technicians) in a packaging, assembling and plastic injection production unit (26 presses, 7d/7)
Non-quality cost reduction (scrap rate decrease and customer PPM improved after shop floor and flow analysis, training of the operators on auto-quality tools and principles), involvement into T.P.M. workshop to improve machine utilization (TRP > 85%).
Management and follow up my logistic team during SAP (CIM+) implementation (Leading of problem solving group and 25% labor productivity realized into this frame)
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Valeo thermique moteur, Suède
- Lean manufacturing coordinator
1999 - 2001
Responsible for lean manufacturing deployment of linköping site (Sweden) and animation of the key performance indicators
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Valeo Lighting system
- Logistic / production system
1997 - 1999
Supply, industrial and methods logistics in 2 valeo locations
Stratford (Canada) and Le hainaut (Belgium)
