Re-organized 4 factories producing small series with an emphasis on synergies & optimisationsAccountable for all budgets and capital investment for business development: costs control & cash flow.In charge of a € 6 Million project involving 5 production sites for the manufacturing of 108 tank-carrier semi-trailers for the French Army (DGA)

Management of Sales, Manufacturing, Planning, Quality, Maintenance, Purchases, Human Resources TeamsComplete Reorganization of the CompanyImplementing a new Department in charge of pricing and production planning. Refocused the Sales Department into customer satisfaction and margins follow up40% increase in sales to Original Equipment Manufacturers within three years Strengthened the Information Systems (quotations & production planning software)Order to Delivery time… Show more Management of Sales, Manufacturing, Planning, Quality, Maintenance, Purchases, Human Resources TeamsComplete Reorganization of the CompanyImplementing a new Department in charge of pricing and production planning. Refocused the Sales Department into customer satisfaction and margins follow up40% increase in sales to Original Equipment Manufacturers within three years Strengthened the Information Systems (quotations & production planning software)Order to Delivery time divided by threeRe-engineering through new machines investments (€ 2 Million) Doubled the production capacities with the same level of work forceOptimized production rate by applying Kanban & Kaizen principles Implementation of specialized Production Cells30% increase in productivityRe-aligned the Procurement Strategy on partnerships with fewer key suppliers :Reduction in Inventories of € 1 Million and better QCD controls Show less

Unit specialised in producing envelopes (2 billions / year) and specific printed envelopes (500 millions / year)Management of production teams and support services teams (Supply-Chain, Quality, Planning, Production Methods, Maintenance and Human Resources),30% increase in production capacity of the printing department within 4 yearsOrder to Delivery divided by two: 100 orders per day delivered from 10 days to within 3 to 5 days Project manager in charge of products’… Show more Unit specialised in producing envelopes (2 billions / year) and specific printed envelopes (500 millions / year)Management of production teams and support services teams (Supply-Chain, Quality, Planning, Production Methods, Maintenance and Human Resources),30% increase in production capacity of the printing department within 4 yearsOrder to Delivery divided by two: 100 orders per day delivered from 10 days to within 3 to 5 days Project manager in charge of products’ standardization with Sales & Marketing teams 15% productivity gains due to reduced changes in production series Process reengineering for packagingHuman resources management forging relationships with employees’ representatives, negotiation of work flexibility agreements, steady reduction in the absenteeism rate from 7.1% in 2000 to 4.5% in 2005Year 2004 National Cross Functional AccountabilitySuccessful implementation of the SAP ERP without turnover impact In charge of the PP module (GPAO), contributed to the MM (Supply Chain), CO (Accounts), SD (Sales) & WM (Stock Management) ModulesImplemented a Sales and Manufacturing Plan (SOP) driven organization for all French Production Business Units Show less

Automotive equipment manufacturer (Power-Steering systems), 1700 employees,Turnover: € 300 millionBusiness Unit Manager (300 employees)Hydraulic Systems Manufacturing for car’s power-steering unitsManagement of production, quality, methods, maintenance and supply chain teams Re-engineered production lines with a €1.5 million capital budgetLead the TPS (Toyota Production System) InitiativeImproved production and supply chain through Kanban implementation… Show more Automotive equipment manufacturer (Power-Steering systems), 1700 employees,Turnover: € 300 millionBusiness Unit Manager (300 employees)Hydraulic Systems Manufacturing for car’s power-steering unitsManagement of production, quality, methods, maintenance and supply chain teams Re-engineered production lines with a €1.5 million capital budgetLead the TPS (Toyota Production System) InitiativeImproved production and supply chain through Kanban implementation (Push/Pull as well as SMED, 5S & TPM principles)Deployed TQM policies (based on Kaizen: yearly audits, TOP 10 and staff development interview)Accountable for 2 BUs (500 employees) for 6 months Show less

Manufacturing of valves for hydraulic steering systems (150 employees in 3 shifts)Kick-started a new high-precision manufacturing line (2500 p/day)

Management of a team of 40 controllersImproved Productivity by 80 % within 3 years through better Process Control Overhauled the workshop processes to reduce customers’ claims to zero