Jean-Francois Lecrigny Email & Phone Number

Templemars

Management du site de Templemars (100 personnes)

Allonne, Hauts-De-France, France

Europe

Europe : from 7 countries in 2018 to 9 countries in 2022 // 3000 employees including 80% in Operations // Sales : from €200M in 2018 to €300M in 2022 // OP : from 5% in 2018 to 10% in 2022Support the development of the new European zone (2015)Change / Transform the operations from a "local" mode (country) to a balanced mode between local and regional (Hub Europe) in order to develop growth and profitsCreate an open exchange network to share best practices and optimize performance - Cross-functional leadership of Country Operations Managers to generate cost and lead time improvement projects (Gross Profit improvement and competitive advantages / customer satisfaction)- Leader of the Global Chemicals Europe project : develop the "chemistry" business in Europe by finding the optimum between local or regional solutions (+10% FY21 revenues / +30% GP / +24% InterCo volumes)- Responsible for Due Dilligence + Integration Plan on the Operations side in M&A (Germany / Ireland - 2019)- Responsible for the European Investment plans (+/- 20 M€ / year) and the 5 year plan

France

France : from 4 (2015) to 6 (2018) Micro labs / 1 chemistry lab / Audits // from 800 to 1,000 employees, 80% of whom are in Operations // Sales: €50 to 65 million // OP: from 0 (2015) to 5% (2018)Increase profitability in France by breaking down silos with the business and working jointly on prioritized action plans- Performance Oriented (Cost/Delivery/Quality/Safety) accordingly to the budget / Budget process- Implementation of Continuous Improvement Management based on people- Transformation of shifts organizations during the new Chemistry lab project- Development of new business (Baby Food)- Responsible for integrating the 2 labs (ACM Agro) after acquisition -2017

Lille, France

3 campuses - 2000 students - 170 employees + 600 non-permanent staff - budget 24 M€.Develop the school (attractiveness and turnover) in the context of its transformation following the creation of the HEI-ISA-ISEN group and the complete renovation of the Lille Campus while maintaining training costs- Management of Academics / Research / Transfer to Companies activities to achieve budgetary objectives for all sites - Management of relations with the governemental, state representatives and companies- Development of apprenticeship programs- Steering of Employee Representative Bodies- Deployment of the managerial process / Work on HEI values as a management tool- Member of the Executive Committee of the HEI ISA ISEN group created in January 2013 (about 4000 students - budget: 45 million €). Director of strategic projects (new locations, real estate strategy, ...)

Lille, France

1400 students - 80 employees (2/3 of whom are professors/scientists) + 600 non-permanent staff - budget: 18 M€.Develop the school (attractiveness and CA) Sell the renovation project of the Lille Campus to the administrators- Increased the number of students from 1100 to 1350 in 3 years // Developed international activities (number of partners, number of exchanges increased from 65 in 2009-10 to 190 in 2013-14)- Management (redefinition, preparation, sale to administrators) of the real estate project (complete renovation of the Campus in operation - upgrading to standards) - budget €24 million- Establishment of a managerial process with objectives and an annual interview- Implementation of a global quality approach (via student perception of teaching)

Plant: 20,000 tons of powdered "milk" - 50,000 tons of liquid "milkEnvironmental & Quality Department: 15 laboratory technicians, 5 Supervisors, 5 managers - budget: 3500 k€Supply Chain Department : 25 operators, 5 Supervisors, 4 managers - budget : 1500 k€Transform the Quality department from a "system" oriented" department to a "global performance oriented" department (decrease consumer complaints, increase service level, decrease non-quality costs, increase the level of hygiene)Guarantee a good relationship with the French administrations (DRIRE, DGCCRF, DSV)Improve/guarantee the customer service rate while reducing production costs through optimized production planning and inventory management- Change the service organization by implementing the Food Safety Engineers in the production units (no longer in the administrative offices)- Implementation of a process for the Industrial Changes Management (ICM)- Reduction of complaints by 50% in 4 years // Reduction of 500 k€ in destruction costs in 3 years // Improvement of the hygiene level (from 735 to 910 in 4 years - AIBI reference)- Changed the budget process to integrate quality and environmental objectives from scratch- Sale and Implement quality improvement projects (8 M€)- Crisis management- Short term, medium term and long term planning Flow of 130 finished product references (Customer service rate: 98.5%, 10% reduction in stocks)- Procurement (150 raw material references, 450 packages); Coordination of changes (5/week)- operational Supply Chain Management (reception, preparation of productions, shipments)

Bailleul, Hauts-De-France, France

Quality Department : 10 technicians, 2 Supervisors, 2 Managers // Plant : 300 000 tons - 4 processChange the way the plant operates by implementing the Integrated Management System (following the continuous improvment process approach) while optimizing overall performance- Reduction of complaints by 25% in 2 years- Implementation of an Integrated Management System recognized by ISO 9001 and ISO 14001 certifications

Bailleul, Hauts-De-France, France

Department: 140 operators, 2 Supervisors, 2 managersMeet the customers and consumers needs in terms of quantity and quality while optimizing performance (Quality / Cost / OTD / Safety / Environment) via a process progress initiative based on the LEAN methodology- Change the shifts organization for break management- Management of social conflicts during productivity improvement projects

Cambrai, Hauts-De-France, France

Plant: 300 people - 5 different technologies- Propose, sell and implement projects to improve productivity, quality and decrease stocks- Support the start-up of new workshops to quickly reach the expected performance, thanks to the 6 sigma methodology