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CEO, COO, CRO, Plant Manager, Lean Management

Work Experience

05 / today Creating my own Consulting Cabinet in April 05 Nalliers (F)
General Manager
Management Consulting
• Introduction, formation and realisation of “Lean Management”
• Expert of the “Lean enterprise”
• Consulting and seminars “Intercultural Management” (French – German)
• Management by Interim

10/ 07 – 11/ 08 TRW, Braking & Suspension Europe, Krefeld Plant (Germany)
Plant Manager
Manager by Interim
63000 employees worldwide, 450 at the plant
• General Responsibility of the Plant: Production, Logistics, Finance Controlling, HR, Quality, Technical Services.
• Turnaround Management
• Change Management
• Restructuring (Reduction of 130 people, included 90 salaried and indirect)
• Implementing in depth the Philosophy of Lean Management
• Tracking of Lean Tools
• Rehabilitation of rent ability
• Increasing Productivity by 10%
• Reinstalling of a chance for the future for the next five years

04/ 06 – 04/ 07 SAE, Gigant Group, Charleville – Mézières (F)
Technical Director
Manager by interim
Manufacturing of axles, Supplier of the trailer industries
100 employees (300 in the group)
• Technical Management: Production, Engineering, Quality, Logistics
• Turn – around Management
• Restoring of a run - down enterprise
• Restructuring middle management
• Rehabilitation of profitability
• Introduction of Lean Management
• Consulting the committee of the board of directors of the group with the result of the fusion of the both French sister companies in a German – French environment.
• Safeguarding the future for the French sites of the group

00 / 05 WIMETAL Tenneco – Automotive, Wissembourg (F)
Automotive Tier- One- Supplier
General Manager
22000 employees worldwide
550 at WIMETAL
• Management of 3 sites in France to manufacture and supply exhaust – systems to the car manufactures PSA, Renault, DC, Volvo, VW, BMW.
• Turn – around Management
• Direct reporting to the headquarters in Europe and in USA.
• Restoring of a run – down enterprise
• Introduction of Lean Manufacturing
• Restructuring: Reduction in the number of employees by 36%
• “Do more with less”
• Rehabilitation of customers satisfaction and creditability
• Strengthen the supply rates for OE parts to nearly 100% and for OES parts to over 85%
• Reduction in error rates for OE deliveries from over 1.000 to under 50 ppm
• Increasing productivity from <50% to 85%
• Reduction of stocks from 21 DOH to 10 DOH (from 10 M€ to 2,7 M€)
• Significant improvement of the social climate, avoiding conflicts that damage customer relations through sensibility and diplomacy
• Introduction of new products
• Improving net profit from – 6,5 M€ up to + 14,5 M€

97 / 00 Faurecia, Fürth (Germany)
Automotive Tier - One Supplier
Senior Expert
Plant Manager and Program Director
50000 employees worldwide, 350 at Fürth
• Plant Director of the Fürth – Stadeln plant
• Manufacturing of “constructed exhaust manifolds” and prototypes for the clients DC, GM Ford, Volvo, VW
• Responsibility for customers satisfaction
• Planning, realisation and start up of JIT plants in Germany and in Czech Republic
• Delocalisation of production into the Czech Republic
• Introduction of Lean Manufacturing
• Reduction of 200 people in the plant
• Program Director for the worldwide VW program PQ 24 (Polo, Fabia, Ibiza, Family car, A00) Entire responsibility for this project with a TO – volume of 375 M€ by a 50% participation of a competitor This mission was accompanied by extensive travelling to develop business relations, to negotiate and to work in foreign countries. These trips guided to SKODA at Mlada Boleslav, VW at Pamplona, Seat at Barcelona, VW at Sao Paulo, VW at Buenos Aires, VW at Changchung and VW at Shanghai. One of the main missions was to set up production plants in the Czech Republic, Brazil, Argentina and China.
• AUDI C5 project leader
• Entire responsibility for this project
• Planning and installation of a JIT plant at Neckarsulm
• Senior Expert
• Member of the Board of Directors of the Exhaust Division
•Consultant of the General Manager

93 / 97 Ecia – Leistritz, Nuremberg Fürth - Stadeln and Trabitz / Oberpfalz (Germany)
as from 1997 Faurecia
Automotive Tier One Supplier
(Member of the PSA group, France)
Plant Director of 2 plants
40000 employees worldwide
550 at Führth
650 at Trabitz
• Plant Director of the Fürth – Stadeln plant and the Trabitz plant
• Responsible for a total of 900 employees
• Restoring of the Trabitz plant with 650 employees
• Introduction of Lean Manufacturing in the 2 plants
• Introduction of TPM
• Optimisation of the internal production streams by an additional building
• Reduction of the WIP by >50% and the other stocks by >30%
• Restructuring of the Trabitz Plant
• Reduction in the number of employees by 150 in the Trabitz plant
• Nominated in 1995 as Project Leader for AUDI C5
• Development of an excellent customer relation ship with AUDI and VW
• Increasing the margin of the project from – 17% to + 10%.
• Member of the Ecia – Leistritz Technical Committee.
• Responsibility for industrial synergies within France and Germany

92 / 93 Leistritz AG, Nuremberg, Fürth – Stadeln
Automotive Tier One Supplier (Germany)
Plant Director
2000 employees, 550 at Stadeln
• Plant Director
• Responsibility of 350 employees
• Fabrication of exhaust systems. Speciality: Manifolds.
• Redressing of the employees
• Changing Management
• Changing of the production stream from process to product families layout
• Planning and installation of flexible production cells
• Teamwork and group pay
• Transformation an old plant to showcase plant
• Introduction of products with high technical value
• Member of the Ecia – Leistritz Technical Committee.
• Responsibility for industrial synergies within France and Germany

89 / 91 Leistritz AG, Nuremberg, Fürth – Stadeln,
Automotive Tier One Supplier (Germany)
2000 employees
Project Director
• Planning and realisation of what was at the time a modernist production line for catalytic converters in Europe (in the Trabitz plant of Leistritz)
• Planning and realisation of a joint venture with a German competitor in South Africa. Accompanied by several business trips in the country
• Planning of a production plant for catalytic systems in the Togliatti plant of Autovaz in Russia. Accompanied by several business trips to Russia until the licence contract was signed.
• Preparation of a takeover of a Polish enterprise in the exhaust business
• Planning of a JIS production in SKODA's Mlada Boleslav plant
• Looking for and choosing potential suppliers in Czechoslovakia and Poland
• Preparation of a Leistritz plant in Czechoslovakia
• Member of the Ecia – Leistritz Techncal Comitee
• With the foundation of a joint venture in-between Leitritz and Ecia (France), I was nominated as member of the Ecia – Leistritz Technical Committee with the responsibility of the industrial synergies between France and Germany

86 / 89 Zeuna – Stärker, Augsburg (Germany)
Automotive Tier One Supplier
1000 employees (today Arvin – Meritor)
Engineering Manager
• Responsible for 150 engineers and technical people
• Manager of:
• Tool Design Office
• Tool shop
• Maintenance
• Robotics
• Welding Techniques
• New Technologies
• Improvement of the OEE (Overall Equipment Efficiency) by 50%
• Development of an welding assembly system for catalytic converters which avoids rework.

85 / 86 Karosserie Werke Weinsberg, Weinsberg (Germany)
Automotive Tier One Supplier
Plant Director
250 employees
• Manufacturing of large–scale tooling and Fixtures for the car and lorry industry in Germany
• Production of body work parts and subassemblies for Porsche and MAN
• Responsibility of 200 employees
• Strict leadership
• Reorganisation of a multilayered production
• Respecting delivery deadlines
• Improving customer satisfaction
• New improvements in production by introducing resistance welding robot systems for security parts like columns, frames and horizontal bearers
• Transformation of a “dark” plant into a plant with “light and colour”
• Improvement in the employee motivation
• Graphical reduction in absenteeism

82 / 85 Gillet Exhaust Manufacturing Tredegar, Wales (GB)
Automotiv Tier One Supplier
Subsidiary of the Heinrich Gillet KG
150 employees
Technical General Manager
• Planning, realisation, commissioning and managing a new plant to manufacture exhaust systems for the British car industry
• Election and employment of the personnel
• Managing of all operational affaires
• Start up and supplying customers ahead of schedule
• Building a very good customer relationship
• Introduction of the Refa methods
• Introduction of a production measurement system
• Control and solution of social conflicts in an aggressive union environment

78 / 82 Heinrich Gillet KG Edenkoben (Germany)
Automotive Tier One Supplier
1500 employees
Manager of the tool design office
• Manager of a tool and machine design office with 12 engineers and technicians as well as a mechanical shop with 15 fitters and 2 supervisors
• Guarantee for the design and fabrication of functional and economical tooling for the production of exhaust systems recording the customer demands
• Development and fabrication of special machines for production
• Implementing innovations in production

63 / 78 Heinrich Gillet KG Edenkoben (Germany)
Automotive Tier One supplier
1200 employees
Engineer in the tool design office
• Start up as a young mechanical engineer in the tool design office
• Responsible for the functional design of tooling for the production of exhaust systems in respect to deadlines
• Increased responsibility in designing and manufacturing special production machines and systems.

Education

Machine Fitter
Mechanical Engineering degree
Refa methods 1 & 2
Techniques of Resistance Welding (DVS)
Pneumatics in production (VDI)
Hydraulics in production (VDI)
Digital Techniques (VDI)
Industrial Robots (VDI)
TPS, TPM (University of Cardiff)
Lean Manufacturing (Michigan Engineering)
Train the Trainer Workshop Intercultural Management, German – French (JBP)

Skills

• Managing Director
• General Manager
• Plant Manager
• Engineering Manager
• Technical General Manager
• Management Consulting
Lean Management
Intercultural Management (German – French)
• Automotive Industries
• Trailer Industries
• Medium Sized Industries

• Introduction of Lean Management
• Enterprise Rehabilitation
• Production Relocating
• Founding of Production Plants in Foreign Countries
• Program Director
• Reduction of personnel (Doing more with less)
• Introduction of new Technologies and Products
• Introduction of TPM
• Management Consulting
• Automotive Industries
• Trailer Industries
• Medium Sized Industries

Languages

German native language
French fluently spoken and written
English fluently spoken and written

Other

International Experience (living in the country)(short term assignments)
Wales / GB

France Argentine, Belgium, Brazil, China, Czech Republic, England, Italy, Japan, Poland, Russia, Sweden, Slovakia, South Africa, Spain, , USA

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