Managing orders and complaintsExecuting processes from order to invoiceEnsuring the customer satisfaction by maintaining the customer relationshipAdapting means and solutionsMonitoring activities and Improving efficiency of the customer serviceTraining, Leading and Developing skills of the customer service team

Organize and manage the activity (reception, storage, preparation, and shipping) focused on store and customer satisfaction.Develop operating results, analyse performance indicators, trigger action plans, define budgets.Exploring innovative paths of logistics flows, leading continuous improvement projects.Manage my team, develop skills, be a guarantor of team safety.Preconizing of a Lean culture, setting up the foundations of continuous improvement (5S, visual management, animation rituals (briefs), problem solving).Animation of working groups (Flux, implementation, 5S, treatment of irritants).Implementation of the Project Management Structure (DMAIC), Governance, Roadmap (230K/2020).

Master the supply chain from Customer to Supplier.Organize - Coordinate the management of physical and information flows by ensuring cost-time ratio and quality.Implementation of the ERP and working procédures.Supervise and Manage the Purchasing, Logistics and Quality teams.

Define, Plan and optimize Resources (staff 50 people), Budgets (Freight: 6Mln€ /Warehouses: 1,5Mln€), Inventory (15Mln€), and Capex (300K€).Guarantee materials availability to respect production planning and customer requirements.Provide best in class levels of products availability, delivery time and quality of products through demand/supply management while keeping overall inventory and distribution costs at minimum levels (Industrial Inventory: 1Mln€ better than Plan / Back orders @1% /Sales after service level @2% / Freight costs @200K€ positive vs plan). Coordinate the process Inbound, Outbound, Material Handling and Service.

Define, Plan and optimize Resources (staff 50 people), Budgets (Freight: 6Mln€ /Warehouses: 1,5Mln€), Inventory (15Mln€), and Capex (300K€).Define, Plan and implement a Material productivity turnaround plan in collaboration with central procurement (900K€/year in avg vs Profit Plan).Decrease the Industrial Inventory (Consignment Stock contracts): -350K€ in 2103Improve the Supply base Quality level and the problem-solving process (8D), the field service KPI positively impacted.Respect of the New Product Introduction lead time @94%

Plan & Pilot the implementation of the W.P.S based on Lean Manufacturing conceptsDiagnose the performance of a process & Define the actions for improvementTrain on Lean principles & tools & Lead workgroups (Kaizen events & workshops, training WPS program) Management system, VSM, Standardized work, Material Management, Equipment Management, 5S & Visual Management, Quality & EH&S. Results: Implementation of the standard material management: Pacemaker, Supermarket, Tuggers delivery (-100K€), standardized containerization (-1Mln€) Suppliers integration: JIT & Pull system (e-Kanban), Milk run, bonded warehouse for Asian suppliers, C-Parts management. Standardized work: Continuous flow assembly lines, Work instructions & balancing Equipments Management: Total Productive Maintenance in primary process (Stamping and painting process) - OEE: 85%/+10% in 1 year, SMED in silk screen printing Change over: -50%)  Development of the WPS organization: Group/Team leaders, Help chain, Andon, Problem solving, Continuous improvementPeople engagement & Growth: Institutionalization, Training&Coaching for white & Blue collars (210 employees trained in 2 years on Lean Basics & Executive, Culture change and Lean thinking deployement.Kaizen workshops and events: Drived 40 workshops in 3 years, Logistics (Matrerial Flow, Warehouse optimization, Pull system (Kanban) at Primary process and supermarket, Suppliers integration - Supply chain optimization (JIT, ekanban, inbound leveling), TPM at Metal shop, 5S, Visual Management (Info boards).Cost Deployment Analysis: Losses analysis on Labor, Equipment, and Quality, 830K€ cost saving generated from the 1.6Mio€ total identified losses (52%).

Insure interface between Central procurement (Germany, Italy), suppliers & FactoryGuarantee the application of the European Procurement Strategy in the factorySupply Base Management (Quality, Cost, Parts availability) – Mln€70Total Cost Productivity; Low Labour Cost Sourcing (East Europe, Asia), RFQ, E-procurement, Negotiation, Customer Centred Quality Tools, Lean Manufacturing Concept, Collocation. Results: Cost Productivity (Material Price Variance): 07/590k€ - 06/350K€ - 05/1.372K€ Quality (Supplier Quality Rate) from 650 to 110ppm in 5 years Availability: Respect of Production planning from 85% to 98% in 5 years Consignment stock deployment: 08/-1.6Mln€ Inventory reduction Make or Buy project: -650K€ from outsourcing of Cabling activities (Morocco)  Lean at Supplier - Supply Chain: ‘Material Management Strategy’ Project -135K€

In charge of implementing the Supplier Quality Assurance PolicyNegotiate Quality Agreement with key suppliersEnsure Quality and Delivery of purchased supplying in Europe, Asia and USAResponsible for ‘Supplier Approval’ process on continuous improvement basisTake part in Cost Reduction Programs and Carry out the Non Quality Cost MeasurementInterface with development and manufacturing center (USA, Japan, UK, Germany) for buy products (40% of the turnover) Implementations & Results: Increased by 30% the certified suppliers, decreasing that way by 60% the incoming inspection within 1 year.

Process Quality & Continuous Improvement EngineerRole and Responsibilities:Perpetuate and improve the Quality Assurance System – ISO9001Quality expert on conception, industrialization and New designs launch in productionResolve Production and Customers Quality problemsDeal with field return analysis (Monthly indicators, ‘MTBF’ measurement)Calculating Production Resource Requirements & Production level follow-upImplementations & Results:Put in place the ‘Non Quality Cost’ measurement on the Smart Pressure Transmitter ST3000production line, decreasing Scrap by 54% within 1 year.Put in place the ‘Non Quality Cost’ measurement on the Smart Pressure Transmitter ST3000production line, decreasing Scrap by 54% within 1 year.1998: Super-Performance price for reengineering on the ST3000 line by Hoshin method.1999: Super-Performance price to get a success on a petroleum engineering project (Chinese customer)

Product Evaluation Engineer (R&D laboratory) & Technical Support Engineer (Technical Assistance Center)Perform Qualification tests on new products in relation to validation PlanCreate the « Trouble Shooting Guide » intended for customer support

Alternately with my Engineering studiesImplementations & Results: Create preventative maintenance scheme decreasing the repair interventions by 75% within 3 years Increase the productivity on a key production line by 50%, by integrating the Total Productive Maintenance logic