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HIDESIGN India Pvt Ltd
- Directeur Industriel
2017 - 2017
- Directeur des Opérations (Management de Transition de 2 fois 6 mois, 1200 employés, CA = 90 M d’euros)
Mission:
Réorganiser la direction Opérationnelle (Industrielle et Commerciale).
Réalisations :
- Développement du Quality Management System, standards, process et archivages.
- Restructuration de l’équipe de management.
- Négociation avec les syndicats présents et obtention des signatures d’accords.
- Augmentation de la productivité de +48% à +125 % selon les départements.
- Ouverture de 7 nouvelles boutiques sur le marché Indien.
- Ouverture d’un nouvel atelier de production (110 employés)
- Développement et accompagnement avec succès de la politique de changement.
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AH Group of Companies
- Directeur General
2014 - 2016
Nos Activités : Tannerie, Souliers, Tiges de Souliers, Semelles, Maroquinerie.
Membre SATRA, Certification SA 8000 & REACH.
En charge des activités Souliers et Maroquinerie.
Environ 3 000 artisans travaillant dans 8 "Ateliers".
Mission :
Optimiser nos différents "Ateliers", et déploiement du système Lean (PSM, Kaizen, 5S, PDCA, KPI, ...)
Développement de nouveaux Ateliers pour la production de Souliers, dont 1 atelier en 2014
Développement de l'activité Maroquinerie, et création d’un nouvel Atelier en 2014
Nos Produits :
Tannerie: Support Bovin
Semelle: TPR, PVC, semelles en cuir avec TPR, injection TPU,
Souliers: Hommes et Femmes - Sandales, Mocassins, bottes, Souliers élégants, et ligne de manufacture de construction traditionnelle « technique Goodyear ».
Maroquinerie : Activité récente de « AH group of Companies », comprenant la « Maroquinerie » et la « Petite Maroquinerie »
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La Compagnie des Indes Pvt Ltd
- Director Operations
2010 - 2013
- Founder and COO (7 employees)
La Compagnie des Indes has been created in 2010 with the main target to setup a Luxury Industrial Cluster in South of India to manufacture Luxury Components products like Shoe-Uppers, Leather-Goods Components, ready to wear… (www.lcdesindes.com)
- Setup a 3 to 5 years Business plan and Project Report
- Setup the Industrial Policy and Organization structure of the project
- Setup all process and systems regarding each department as per Indian Company Act
- Marketing and customers approach to ensure production target
- Looking for Financial partner to cover the entire project
The Provisional Figures of the project: Total of 2 750 employs to be created, 35 Million Euros of budget, 30 hectares of Industrial land to setup 14 Workshops included one Profit Centre and Crèche, School, Training Centre, ...
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Louis Vuitton
- C.E.O.
Paris
2007 - 2010
Jan. 2007 – Jul. 2010 (3.5 years)
Louis Vuitton (LVMH) - Les Ateliers de Pondicherry Pvt Ltd
(Pondicherry - India)
- CEO and General Manager (450 employees)
Les Ateliers de Pondicherry is a 100% subsidiary of « La Maison » Louis Vuitton Malletier (LVMH Group) dedicated to Manufacture Shoe-Uppers and Leather-Goods Components.
Starting from zero to establish a Green field project, the first one for Louis Vuitton Malletier in Asia. Within less than 3 years achieved 2 workshops, more than 450 employees, and one of the best LVM entities as quality result. The Investment for the Project was: 16 million Euros.
Financial and Legal
- Preparation of the 3 to 5 years Business Plan, including P&L, Capex, Cash Flow management…
- Transfer Pricing Policy, management of local taxes, audit preparation
- Board Committee member of the company
Human Resource
- Implementation of the H.R. Policy as per Indian Factory Act
- Recruitment process and implementation of the training program for staff and artisans
- Registration form as per Provident Fund, Standing Order, Employees State Insurance,…
2009 absenteeism rate = 3.49%.
Real Estate
- Negotiations for the lease of workshops as well as purchase of land and building
- Getting necessaries licenses and conversion from agricultural land to industrial
Total 4 buildings, covered 5000 square meters, 12 acres of land purchased including 8 converted into Industrial
Production
- July 2007, first batch of artisans joined the company for training
- In November 2007, first invoices were already in process (Shoe-Uppers and Leather-Goods), this marks the fast development of the company
- June 2008, total autonomy of the workshop
250 000 invoicing hours in 2009 (400 000 pieces of Leather-Goods and 81 000 pairs of Shoe-Uppers), 190 000 invoicing hours for the half of 2010
Development and Quality
- Integration of the entire know-how as per Luxury/High-end standards
- Implementation and working on continuous improvement (5S, TQC, PDCA, 8DO, PSM, OHSAS, EMS…)
2008 and 2009, the rejection rate 0.28% as per customer reporting for Shoes-Uppers and 2.74% for Leather-Goods components
Supply-Chain
- Implementation of the entire supply chain process, including workshops bonded requiring very close relationships with local authorities
- Deployment of the purchasing department including policy and control systems
- Store Management, visual form, also including monthly inventories
- Implementation of the planning policy including production capacity based on 3 to 5 years plan depending on the efficiency and hourly capacity of our workshops to meet the needs of our parent company
Finance Control
- Implementation and monitoring of Key Performance Indicators (Production cost, efficiency, quality, consumption, hourly rate, logistics costs, service rate ...) and following the Business revues.
- Monitoring Business Plans based on 3 to 5 years
Social
- Getting in October 2008 Certification SA 8000-2001 (Social Accountability)
- Participation regarding local social support (Orphanages, donations following cyclone…)
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DAUPHICUIR S.A.
- C.E.O.
1992 - 2006
- Founder and CEO: (14 employees directly and around 250 employees indirectly)
The DAUPHICUIR Company was created in 1992 as main activity, the development of footwear collections from Spanish and Portuguese exclusives production sites in order to be distributed in Europe to professional networks (boutiques).
- Implementation of Business Plan based on 3 to 5 years
- Implementation of the Marketing policy
- Implementation of Sales Strategy
- Development of Team Sellers
- Development of collections and monitoring of production and quality
- Monitoring of customers
- Development of customer’s network (up to 700 active customers on the European market in 1998)
- 2004 Joint Venture with French Company called “NORD SUD SHOES”
2004 – Creation of an Indian company DAUPHICUIR KIALE Export Pvt Ltd based at Agra (Uthar Pradesh) with an Indian partner
- Development of collection, and follows up the entire production as per customers expectation
- Integration of the Know-How and technical aspect to develop the continuous improvement policy
