Paul-Etienne Florent Email & Phone Number

Ottignies-Louvain-La-Neuve, Wal, Be

Ottignies-Louvain-La-Neuve, Walloon Region, Belgium

As Operational Excellence director at IBA, I manage the porfolio of continuous improvement projects and initiatives for the Supply Chain Operations.Responsibilities include:- promote the Lean Six Sigma practice- support sponsorship & project team creation- ensure the proper alignment of the selected projects with organizational goals- identify relevant opportunities- Coach & mentor Belts and project teams

Louvain-La-Neuve, Walloon Region, Belgium

As Head of Logistics & Customs at IBA, I am accountable at a global level for all Logistics aspects related to Proton Therapy, Radiopharma Solutions & Industrial Business Units.I support and lead the following departements:- Factory Warehousing Operations: inbound, storage, outbound of components supporting manufacturing operations.- Shipping and External Warehousing operations: management of packing and transportation of finished products. 3PL management organizing full solutions main shipment worldwide- Customer Service Inventory: management of spare parts via Distributions Center, Hubs and local stocks to support sites (Customer) worldwide.- Reverse Logistics: reverse flow of parts to be refurbished / reused.- Customs & Trade: ensuring the compliance with EU regulations, securing the relevant screening and partnerships to comply with regulations at destination.In order to support our necessary evolution, I sponsor as well various structural and transversal improvement initiatives.

Louvain-La-Neuve

As Logistics Director at IBA, I have to secure and ensure all Logistics aspects at global level, related to Proton Therapy, Radiopharma Solutions & Industrial Business Units, supporting transportation of complete solutions and parts.Using my Lean & Six Sigma background, I encouraged Process improvement within the following activities under my responsibility:- Transport: transportation of main components to our factory, global transportation of our main shipments until final destination at Customer site- Warehousing: management of all parts and components dedicated to Manufacturing activities (inbound, storage, outbound)- Service Inventory: management of spare parts via Hubs and consignment stocks to support sites (Customer) being installed or being operated- Reverse Logistics: reverse flow of parts to be refurbished/reused.Lead / Sponsor of following initiatives:- Inventory optimization program: Inventory segmentation, Excess stock management, Inventory control- 3PL strategy: Flow management, Service level management, Inventory control- Customs management : Global Trade & Customs analysis, Process Flow improvement, Customs Management model definition

Louvain-La-Neuve

As a Project & Program manager within the Manufacturing & Supply Chain department, my role was to lead, support and sponsor various improvement initiatives along a New Factory construction project.I managed the finalization of new infrastructures projects from provisional acceptance to withdrawal of observations for Big Work, Electrical Work and HVAC.Achievements:Manager of the Lean Factory Program (2017-2018) Flow, Layout & Process optimization: Coordinating Process improvement initiatives & installation activities Phasing investments New process validation strategyManager of the “Move to the New factory” project (2017-2018)Goal: ensure an Operational new environment for Production and storage with a minimum impact on IBA operations3 dimensions (People, Process, System), 4 phases: Analysis of AS-IS situation vs TO-BE situation Planning activities: specifications, simulation, training and change management Execution: System development (SAP), trial & DRY RUN, move preparation and actual move.  After care: monitoring process after move, handover Manager of the “New Way of Working” project, impacting 150 people (2018) Analysis of current habits and needs for team in offices Definition of specifications for the offices in the new FactoryLeader of a New Factory pre-project (2016) Strategy analysis: defining the geographical location based on transportation opportunities and suppliers location Coordinating transversal specifications definition: for Operational departments (Manufacturing, Quality & Logistics) and for supporting departments (Sourcing, Planning, Industrialization, Projects) Led the assembly strategy analysis: based on expected growth, estimated volumes and desired flexibility, analysis on moving assembly line vs static assembly position Cost analysis: return on investment calculation / savings opportunities Coordinating the construction file compilation needed for the construction permit authorization

Louvain-La-Neuve

Within the Manufacturing & Supply Chain Department, which is responsible of the value chain from order to final shipment, my main tasks were:- improve operational efficiency by leading DMAIC projects- support the deployment of the 6 sigma methodology- support other Improvement initiativesAchievements:LSS Black Belt projects:Production Inventory Reduction and Process improvement: (11 people, 8 Stakeholders), Affecting cash flow, material depreciation & obsolescence and space allocation. (2014-2015) RACI matrix definition improving proactivity Decision tree to support reuse of depreciated stock and avoid stock at risk Replication opportunity: Service inventory Rapid Improvement Workshop in collaboration with Service Department: TOP 235 analysed / 3,7 M€ Scrap Process definition (Resale and recycle) Inventory Management cockpit Cash effect: 2,7 M€ cost avoidance Depreciation savings, provision avoidance: 516 k€Quality Control Process improvement and backlog reduction: (8 people, 8 Stakeholders), affecting cash flow and efficiency (2014-2015) Performance level improved by 65% Backlog reduced by 70% Capital cost (QC stock) improved by 50% / 2,25 M€ Annual savings: 250 k€Coach and Subject Matter Expert on a Six Sigma Black Belt project: Joint Process Improvement between IBA and Penn Radiation Oncology Center, Philadelphia-US (2015-2016). Proton Therapy downtime management process improvement including patient impact Downtime communication improved Ensuring continuity of cares: Backup plans reduction Patients satisfaction level increased"At IBA, our Mission is to Protect, Enhance and Save Lives."

Brussels Area, Belgium

As a Senior Consultant in Lean & Sigma - project management, I worked on customer based missions within my area of expertise.At Intys, I was a member of the Lean Office team: providing trainings and coaching to Green Belts. Leader of a Lean Diagnosis pilot project.Leader of development of Lean activities improving competitiveness of the company.I was manager of the internal Supply Chain Practice initiative: providing a logical and structured support to Supply Chain community within the company (8 people in the team with different levels of seniority)I also contributed to proposals to potential Customers: On the technical side, assessing needs, relevant approach and specific skills required.

Puurs, Antwerp Area

Detached to Caterpillar Transportation, Integrated Logistics Services, working on international improvement projects: 1. Black Belt support on a BB 6 Sigma DMAIC project aiming to improve variation of transit time of large machines between US and Africa Middle-East - (8 team members, 5 SME’s, 10 Stakeholders)* Key points & Achievements: - Complex data analysis, - High level Stakeholders management - Field analysis in US: 3 factories (Illinois), 4 Ports Terminals (East & Gulf coast), 5 Ocean carriers, Truck & Rail shipments, "Oversized shipments" - Transportation Process & Strategy recommendations - Performance tracking improved, - Enhanced communication, - Visibility given to various projects and initiatives. 2. Project Leader on a pilot DMAIC analysis project: improvement of landed costs & inventory for Medium size machines - flow from factory (Grenoble, France) until final destination in US - (6 team members, 3 SME’s, 3 Stakeholders)* Key points: - All transportation modes & configurations considered. - Field analysis: Shipping floor, 2 rail platforms, 4 Port Terminals (Belgium), 8 carriers - Estimated savings, implemented: $ 1,000,000 (transportation rates improvements) - Estimated savings, proposed opportunities: $240,000 (engineering & process improvements).3. Coach on a DMAIC analysis project: improvement of landed costs for medium size machines - flow from factory (Gosselies, Belgium) until final destination (worldwide) - (5 team members, 4 SME’s, 3 stakeholders)* Key points / Achievements: - replication of pilot project. - Estimated savings, implemented: $ 145,000 (transportation rates improvements) - Estimated savings, proposed opportunities: $1,400,000 (process and sourcing improvements) - Transfer knowledge / coaching of an internal Project Manager towards replication (5 other plants) - Distribution Center analysis: inbound / outbound, inventory management

Liege Airport - Eurohub

TNT Express - EuroHub, Liege Airport:Lean Project Manager in Operations Support department, Coach and Leader on Lean 6 Sigma projects.Achievements / role:• Support and coach on Black Belt projects, Coach on Green Belt projects: statistical analysis on On Time Delivery, improvement solutions selection (priority order), reporting and presentations• Lean Advisor on Lean programme. (Lean deployment: projects suggestion, training materials: Lean introduction, performance management: KPI’s definition and reporting)• Led the Value Stream Mapping activity of the HUB for express freight. All flows studied: Air-Air, Air-Road, Road-Air - 4 types of product leading to different processes (parcels, pallets, documents, “non conveyable”)• Led a Black Belt project on planning process: improvement of procedures and system for an accurate staff planning.• Productivity analysis (continuity of the Value Stream Mapping activity): analysis of each process per area in order to identify the standard takt time and correct staff balancing. Productivity calculation according to process requirements and volume treated.• 5S trainer and coach

Brussels Area, Belgium

Johnson Matthey, Catalytic systems division Europe:Manager of a team (10 people) in Quality department ensuring final product release complying with customer requirements.Achievements:• Management of Customer complaints (root cause analysis reporting, corrective and preventive actions implementation, KPI definition)• Significant improvement on rejects / quarantines rate by improving the tracking and sorting method and using Problem Solving to identify and treat root causes (reduction of 35% within 3 months - 300,000€ savings)• Improvement of the documents management system (document recording, data update) complying with the ISO/TS 16949 requirements.• Definition of the internal project management system from project definition to project completion validation (hand-over criteria): Co-led successfully workshops of 10 people (3 days) achieving milestones definition and required documents creation.• Ensured the performance management follow-up via a communication board and weekly meetings.• Ensured the problem solving improvements and follow-up via a concerns board (PDCA tracking) and weekly meetings.• Ensured Quality conformity based on customer requirements.

Brussels Area, Belgium

Johnson Matthey, Catalytic systems division Europe:Project leader for Six Sigma project and Project leader & Coach for Lean Manufacturing implementation. Involved in change management as Coach.Achievements: • Developed New Product Introduction process definition and implementation at a European level• Leader on the Lean deployment strategy (Brussels plant): Operational Excellence / Lean Production System• Deployment of Standardized Work principles and format at a regional level (implementation in Belgium, knowledge and standards shared with the UK & RSA). • Implementation of standardized work in various departments (25 specialists trained and 5 trainers coached). Provided coaching and trainings on how to develop and sustain standardized work (Belgium). • Led successfully a Green Belt Six Sigma project (DMAICT) on biggest runner product (700 000 pcs/year): process capability improvement from Ppk=0,68 to Ppk=1,33, defect ratio reduction from 2,7% to 0,6%, competitiveness increase (production tolerance limits from ± 4% to ± 3% / nominal). Major impact on overall production with Transfer phase of the project. (around 1 000 000€ savings per year)• Consistently delivered continuous improvements with significant financial impact using TPS tools (5 Why’s, Fishbone, FMEA ...) and Practical Problem Solving.• Led new technology trials on production lines (5 lines involded, 2 units per line). I coordinated activities between Engineering, Production & Quality departments (15 people including engineers, technicians and workers). Led the validation analysis.• Provided support as Problem Solving specialist on 2 Quality improvement projects.• Internal benchmark across plants on a critical test ensuring compliance with customer requirements. Standardisation of the procedure to follow.

Brussels Area, Belgium

Toyota Motor Europe, Production Engineering, Plastic Department:Responsible for introduction and implementation of new equipments in European production plants (for new models in Plastics department).• Line training – UK - 2 months on line (injection shop, paint shop, mould maintenance).• Project Leader, Equipment installation & commissioning – in France & Turkey: Vendor trial (in Japan), Commissioning, CE marking checking, training people, quality & capability checking (Cp, Cpk), production optimisation, Budget management (500,000 €) • Activities coordination: mould repair (Germany), Vibration welding machine modification (France). • Production follow up: production plant – injection shop (in France & Turkey): KPI’s definition.• Benchmarking activity: internal benchmark in France, Turkey and the UK in order to improve the next generation of equipment - Led successfully a 6 months Problem Solving project on production process with impact on the new generation of machines, similar process.• R&D: 6 weeks - project for Material Engineering department: new instrumental panel properties (B-segment), benchmarking on Competitors Instrumental panels (B-segment), benchmarking on Raw material suppliers & injection trials on materials selected.• Toyota Production System experience: PDCA, Kaizen, Problem Solving project, KANBAN system.

Saint-Paul-Trois-Châteaux, Drôme, France

Engineer in method departmentDealing with productivity and quality issues on production lines.- Root cause analysis of customer complaints (major cause of defect).- Led a Problem Solving project team of 10 people- after investigation: worked jointly with raw material suppliers (Germany, Netherlands)- Achievements: Product & process FMEA, 6M, 5 why, 5S guide, Suppliers audits (Germany, Netherlands).

Master'S Degree, Senior Leadership

Everyday Leadership Group coaching Sustainability Trust & Collaboration & Executive Decision making Strategy Problem Solving skills.

Master, General Management, Master

o Triple analysis: financial, strategic and marketing – Cisco System o Options: team management, project management

Master, Engineering - Plastics, Engineer

o Process – material – 3D conception o Design project: study of a part to produce by injection moulding, after a project analysis.