Jean-Marc Binet Email & Phone Number

France

France

Enjeux: assurer la transition de l’incubateur d'une start up industrielle vers une PME autonome - Structurer une organisation évolutive sur tous ses métiers - Mettre en place des processus - Organiser les revues internes pour assurer la tenue des jalons de développement produit - Définir une stratégie de croissance - Structurer un business model pour assurer l’autonomie financière future - Préparer dossier de levée de fond - Lancer de nouveaux produits et services

Lyon, France

J’ai décidé de m’investir dans l’obtention d’un Executive MBA pour remettre en cause et compléter mes connaissances générales de management d’une entreprise dans le but de faire grandir les organisations industrielles. Cette période a été mise à profit pour renforcer notamment la vision stratégique, le pilotage de la performance collective et de l’innovation, le leadership et la finance. Cette formation m’a permis, sur des cas très concrets, d’évaluer les bénéfices des nouvelles technologies (comme la digitalisation, l’intelligence artificielle, la robotique) sur le renouvellement des business modèles des entreprises.Je suis très satisfait de cette formidable expérience pour la richesse et la diversité des rencontres qui m’ont marquées.

Clermont Ferrand (France)

Auvergne Aero: The company delivered 30M€ with 300p of technical products for the aerospace industry.I took over the management of the subsidiary following 3 bankruptcies over the last 12 years. The operational, financial and social performance was in decline. The development of new profitable businesses was sluggish and the performance had led to defiance from customers. As director of the subsidiary, I built a 4-year strategic business plan with the objective of becoming a reference partner for our customers and an "unbeatable" and competitive business unit for the Figeac Aero Group. I challenged the status quo, coached and supported the teams to create a collective and positive dynamic. Thanks to that, I managed the transformation plan to: - Hire new managers, create new management team and adapt the organization - Define long term strategy and business plan for the next 3 years - Change the business model to target the premium market - Listen, communicate, and convince stakeholders that our plan can bring sustainable results - Deliver our promises to stop crisis with customers and the corporate groups - Convert our important customers into ambassadors of our subsidiary - Deploy business and operational improvement plan to boost global efficiency - Win new business to ensure the future and improve financial results - Maintain the social link in the company thanks to communication and pedagogy - Set up two local training schools to ensure the sustainability of know-how.After 10 months, quality and customer déliveries have been significantly improved, cash flow becomes positive. The improvement in competitiveness and customer experience has enabled us to win new business (+18% of activity before Covid-19).After 18 months, the financial figures continue to grow, meaning that the business plan is successful. These results convinced the shareholders to continue the industrial activity during the aeronautical crisis (no site shutdown).

Roche La Molière (Frane)

After serious events in the group, the corporate management decided to reinforce operational excellence on certain sites. I therefore took charge of operations at the Roche la Molière site to bring the customer orientation and the specific organization to ensure the ramp-up of new programs.I organized the operations in autonomous production units to increase the autonomy of the teams, which allowed to: - Re-establish a customer-oriented mindset (internal or external) - Restore quality and on-time delivery as priorities - Define a 4-year vision and deploy a progress plan based on a "roadmap". - Engage operations teams on 2 sites (Tunisia and France) - Adapt locally the operational excellence standards (QRQC, PIC/PDP) - Industrialize new products (150 P/N) to guarantee the ramp up in production - Support the industrial master plan: define key activities, make or buy, competitiveness - Transfer and support industrial activities in "best cost" countriesThanks to the coaching and the appropriate support to apply the new lean tools, I was able to update a new ERP system, to improve the quality (from 8000ppm to 1500ppm) and the delivery on time (50% to 92% before the buyout by Safran).

Toulouse

- Steering the operational performance of the workshops regarding the company objectives: costs, quality and on time delivery - Manage the new product assembly, repair and heat exchanger manufacturing workshops (250p) - Supply and manage the components inventory for heat exchanger production - Set up progress plans for subcontractors and sheet metal part suppliers - Ensure the ramp up of production - Manage a manufacturing workshop in a penitentiary environment (relationship with the penitentiary administration) - Structure the organization of the workshops to improve performance in the long term - Project management for the renovation / reorganization of workshops (no customer and social disruption) - Coaching and challenging field managers to support the deployment of continuous improvement methods - Structure and lead a development process for future managers - Define future investments - Member of vision group and coordination group

Toulouse

- Technical control of manufacturing and testing processes - Drive the continuous improvement of internal workshops (productivity / internal non-quality) - Develop internal and external manufacturing processes during product development to meet program profitability objectives - Assemble development products in accordance with customer program objectives - Industrialize and launch in series 60 to 80 products / year - Manage the industrialization of critical components (US foundries) - Purchase and supply preliminary components for serial production (8M€) - Structure and standardize industrial development processes: control of risks and process changes - Define and implement new industrial investments in collaboration with internal workshops

Toulouse

- Manage the industrial actions so that the technical developments reach the objectives of costs, quality, deadlines and sustainability for the serial production - Structure and organize the industrialization process to guarantee the maturity of the production processes - Drive concurrent engineering actions at target cost - Make sure that part designs takes into account industrial constraints - Reduce the cost of serial production by 8% per year for new projects - Manage the development of outsourced critical components: Investment casting and sand casting, composites, plastics, electronics.

Figeac, Occitanie, France

Mission: qualify new flight control actuatorsSet up and validate technical solutions to inn-service problemsResults: new technical solutions qualified for flight

Master En Administration Des Affaires, Business Administration And Management, General

Diplôme D'Ingénieur

Executive Mba

Business Development | Finance | Corporate social reponsibility | Emerging Business Model | Design thinking | Innovation | Change Management

Finance

Finance d'entreprise

Finance | Supply Chain | General And Change Management

Dynamic Relationship

Management Training