Nuclear

Global Opex project management

Nuclear contract management

Management team 15 people (first line manager, engineers, draftman, technicians)Building improvement on processes, technicals and financials aspects.Warehouse ManagementProject Management : 1.5m€ (financial governance strategies )Operations : LOTOTO, Technical change request & building users wellbeing Design office Management

On European Parliament site for ENGIE Solutions-Managing directly 3 people and indirectly 6 p.-Starting operations and customers processes on new ENGIE contract. based on SLA performance contract for 110 persons onsite.-Changes & Risks Management focus with all staff onsite - creating connection with ENGIE operations support department.-ISO 9001 : 2015 implementation and follow up-Continuous Improvement program responsible and development, looking for bottom up "Lean Culture" and Six Sigma program for Green belt and black belt certification onsite.-Training/ ramp up program development based on competencies gaps and best business practices.-Digitalisation project implementation for preventive & corrective maintenance -KPI and Reporting development process-Safety pilot for all site insuring safety VCA standards and zero accident target with all staffs.

Main responsibilities on Quality & Graphics dept. projects, design & development program. • Designing business case on a full program including payback, budget, risks assessments, action plan, stakeholders & processes map, scope definition, CapeX, Key-milestones, project baseline metrics, project KPI’s and financial targets• Project Planning keeper, updating risks assessments, costs impact and highlights on weekly basis, also deploy communication plan throughout all concerned department.• Insure project compliance with all applicable processes and regulatory requirements in South America• Capture risks by strong and daily assessment with functional managers, developing mitigation plan & measuring impact on cost, time & quality• Building and leading cross-functional project core teams on changes. (EHS, Engineering civil and assets, tax, finance, HR, sales, graphics, quality)• Make « As Is » processes map and defining with teams « To be » solutions focusing on customers and Ball values• Built Project HR needs designed by job description, competences matrix, and training plan• Developing Graphics processes on new technologies & Innovation, following « Industry 4.0 » mindset regarding packaging production line Back-end Engineering, Printing Technology, Sales & Marketing, Supply Chain, Business Processes, Quality and Production (Several Plants)• Designing technical scopes, draws and functions on Engineering, civil layout and maintenance. • Review quality standards on color matching processes (digital colors, inks and X-rite measurement)Innovation packaging• Developing Innovation Specialty on aluminium cansNew inks, varnishes and printing technologies Responsible on IT Tools for Artwork and Label design development process• Risks, gap analysis and cost estimate, developing solutions on virtual environment.Responsible on Graphics processes Standardization in all S.A. Cans plant• Standardizing practices & SOP, reducing No-quality impact, reducing downtime

Ball Corporation and Rexam worldwide acquisition and divested operations.(Acquisition done 01/07/2016)• Being the focal point on Graphics/Artwork development sector, actions lead with E&Y team (divested team- Sao Paulo) and McKinsey team (new Ball team- Rio de Janeiro)• Actor for on-boarding activities with new Ball teams, responsible on action plan management, delivers and risks assessments regarding Graphics & Supply chain processes impacted by Global operations• Direct reporting on activities progress for Regional Manager Officer (South America)• Insuring continuity plan, maintaining customer satisfaction and actors communication• Respecting international compliance and confidential requirements• Mapping new synergies and projects with new Ball teams, preparing next years projects pipe

Managing 2 work-teams (indirect) and 2 assistants (direct), using Ball Corporation Lean method & tools (5 Whys, Root cause analysis, FMEA, six sigma tools...)1-Packaging development process - focus on Production/Quality optimization :• Preparing Quality gates meeting, Steering Committee presentation, metrics & KPI’s follow-up, insuring delivers on time withquality• « Packaging development processes implemented with success in 3 Production Sites (Alagoinhas, Très Rios, Jacarei), Implementingprocesses and methods in each plant respecting safety and quality norms, EVA and Drive for 10 values.• HR needs by creating job description, selecting and training new collaborators, measuring and achieving results expected,managing changes on ERP (SAP) and Culture, results achieved by structured organisation and risk assessment plan.• Deliver : new process (written as quality standards & approved by teams), 3 headcount trained in quality team, new rooms in plantdesigned and re-built including all quality equipments bought and installed, project Workbook created. Financial benefits & results, Improvement on printing quality (downtime reduction) (Capex management > US k$ 100) 2-Packaging development processes- focus on Customers/ Sales side :• Leading customers and stakeholders interviews (VOC/VOB), defining solutions on roots cause analysis.• Designing process « as Is » and « to Be ». Improving product quality and reducing lead-time operations.• Preparing Integration on IT agile tool. Results : Improvement on Marketing, Sales, Quality communication processes and activities lost time reduction

Developing, coordinating new labels/artwork input & output on aluminium packaging 2-pieces cans with Brazilian beverage customers as Petropolis, Heineken, Brasil Kirin and Ambev.• Launching new labels with customers on production line in all Latapack-Ball cans plant, insuring all new production on time with quality required by customers• Coaching on printing guidelines, realizing feasibility studies with customer, support customers on packaging ideas development• Developing new product and technology business case to anticipate technological break

Activities developed in helicopters painting department-Eurocopter quality standards used to upgrade/Improve painting operations. -Lean manufacturing, painting operations standardization development.-Painting revitalization project Leader. (Business case with new technologies based on norms and lean manufacturing, payback and action plan developed).-Improvement analysis of coordination between planning and painting department.IT: SAP, Google Sketch up

-Designing air conditioning systems.-Leading design of new hospital project thermal facilities.IT: Autocad

Engineering design office specialised in sustainable energies systems.Activities:-Designing solar thermic, photovoltaic and heat pumps systems.-Technical support to Customers and Sales team about technologies and cost estimation.-Technical support to project leaders about ongoing project.IT: Autocad, Pereynoud.

-Platemaking.-Updating customer labels elements in library.-Graphic data recording.-Delivering graphic items to production following plant planning.

-Platemaking.-Updating customer labels elements in library.-Graphic data recording.-Delivering graphic items to production following plant planning.

-Platemaking.-Updating customer labels elements in library.-Graphic data recording.-Delivering graphic items to production following plant planning.