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Polytechnic Engineer, Lean Six Sigma Black Belt and PMP/PMI certificated, more than 20 years experience in Operational Management
code EC-BE-201606-774 sur freelance.enligne-be.com en Belgique

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Polytechnic Engineer, Lean Six Sigma Black Belt and PMP/PMI certificated, more than 20 years experience in Operational Management Continuous Improvement Programs Manager, Coach & Trainer, Project Director, he holds several positions as Site Manager and Operations Manager.

MR Et... C...

...

CASTEAU 7061 Be

Dans les secteurs d'activités suivants:
Industrie Chimique - Industrie Sidérurgique - Industrie Alim

Domaines de compétences:
Direction de projets, Projets d'améliorations opérationnelles, Management Opérationnel

Directions concernées par les interventions:
Direction des Operations Direction Industrielle Direction Technique

Types d'interventions:
Conseil - Interim Management

Formations suivies:
Certifié "Lean Six Sigma Black Belt"
Certifié "PMP - PMI"

Etudes:
Ingénieur Polytechnicien (Ecole Polytechnique de Mons)
Diplôme spécial en Management
Expérience de plus de 20 ans dans l'industrie dans des fonctions managériales opérationnelles.


Présentation

Main tasks and projects

"Well***" Creation from ( 2011 – till now)
Mission: Operational excellence advice, project and
training. Organizational Process improvement

Main role: Owner
Methods:
PMP from PMI
Lean Six Sigma Black Belt – DMAIC – AMDEC 5S, Ichikawa root cause
analysis, 5W, PDCA, statistical analysis

Magotteaux: (January 2016 – till now):
Mission: Interim Supply Chain Director
Main role:
Improve the “On Time Delivery” (current achievement from
55% to 87% in 2 months),

Tools development to merge Planning and scheduling
Reorganization of tasks and reporting; objective is to
avoid to replace the Supply Chain Director.

Methods
QRM: Quick Response Manufacturing: Balance between
Cost and Time

Statistic analysis with MinitabVSM and SIPOC set-up – assure FIFO respect


Vandemoortele (June 2013 – April 2015):
Mission: Site Manager 300 people - food industry, in a
very conflictual union context:
Mission role:

-
Assure day to day
operations continuity (production, maintenance, safety, QA/QC, Sypply chaine,
product development and launch)


-
As Project leader
and sponsor: I followed the desing and build of an automated packaging line.


The project objectives were to desing, build and start-up a new
automated packaging line covering 50% of the production capacity.

I helped, as sponsor, the project manager to recieve support of all the
fonctionnal managers and corporate organization.

-
I assured the
communication in collaboration with the project manager.


-
Maintaining
motivation was the challenge.


-
As customer (Site
Manager), I followed the project execution closely.


-
As Program
Manager: The program (8 projects) objectives were the change of the culture and
mind-set of all the people working on the site.


The projects objectives were:

·
to improve the professionalism of the blue
color employees (250 employees) and strengthen the supervision (7 supervisors) and
management (8 managers)


·
to clarify the supervision management roles,
responsabilities and power


·
to restore the
right governance. I was in charge of the program implementation (8 projects
based on area).


·
We organized training
at all level, workshop sessions, we put in place quality and continous
improvement teams). We assessed processus and procedures. I coached the project
mangers by following and challenging their KPI's. The results were the overall
improvement of the organization with higher score during quality audits, less
non-conformity, less "waste", a better safety behavior (less accidents
and more near miss reported), a better service level, a better cost controle,
less unplanned downtime, a better people satisfaction.


Segal – Tata Steel
Group (Decembre 2012 - June 2013):

Mission: Interim Operations Maintenance Manager –
Steel industry

Mission role:

-
targeted at
conducting maintenance operations

-
Knowledge transfer

-
Method and
cultural changes drive - implanted in a difficult union context.

Puratos (February 2007 – September 2010):

·
Mission targeted
at
: Re-engineering Andenne production
site (160 full-time equivalents –


3 production units – 2 Business Units present)

· Mission role:

-
Project manager

-
Analyzing site
organization

-
Analyzing
production capacity

-
Analyzing operational
cost, analyzing gross margin

-
Defining Master
Plan
(5-year horizon) for investments (€ 45M) in line with business
strategy for both BU, on-site

-
Matching resources
with business vision

-
Setting up Master
Plan (building a € 20M production unit, stopping on-going production of
unprofitable unit – shifting part of staff on to new unit)


Puratos (July 2010 – March
2011):

· Mission targeted at: Setting up organizational synergy between Andenne site and
Saint-Vith site

· Mission role:

-
Project manager

-
Setting up
co-management between both sites

-
Strengthening
monitoring levels in both sites

-
Redefining roles
and responsibilities in line with changes

-
Coaching –
training managers, in need of assessment

-
Improving
communication between both sites

-
Defining goals for
each site, in line with common interests

-
Defining common
KPIs for performance assessment

-
Defining
intra-site processes (implementing internal customer/supplier concept)

-
Developing an
intra-site team spirit



Puratos (July 2007 – December 2007):

·
Mission targeted
at: P
roductivity and quality improvement,
within a semi-industrial unit, producing a

fleaven/yeast/enzyme mix (50 %
more capacity – 1800k€ per year)

· Mission role:

-
Project manager

-
Monitoring
operations on the ground, video film on various production processes

-
Analyzing potential defects (CTQs)

-
Failure Modes and
Effects Analysis (FMEA)

-
Analyzing
equipment production capacity of unit

-
Doing away with
technical bottlenecks in production unit

-
Setting up KPIs
for each team and for each rotating shift, so as to form a competitive driving
force behind teams

-
Developing synergy
between production/quality/maintenance through shared goals and KPIs

-
Training operators
towards failure identification and events reporting à improved continuous monitoring of production line behaviour à anticipation of problems.

Puratos (January 2008 – March 2011):

·
Mission targeted
at: Strengthening
continuous
improvement circles
in production stages, and setting up Visual Management
in various on-plant production units

· Mission role:

-
Project manager

-
Organizing post
meetings

-
Establishing and
discussing work procedures

-
Defining quality
improvement action plans

-
Defining action
plans for improving operability & security of posts

-
Defining KPIs to
monitor performances

-
Implementing
Visual Management,
so as to increase
involvement of shift supervisors

Puratos (January 2008 – December 2009):
·
Mission targeted
at: Implementing 5 S in on-site production units, as well as translating
such an organization-wide approach (administrative department, offices, meeting
room)

·
Mission role:

-
Project manager

-
Defining project
organization

-
Defining « 5
S zones » on a priority basis

-
Method-oriented
training of 5 S captains in various 5 S zones

-
Implementing
specific Visual Management for 5 S deployment

-
Setting up
internal audit team so as to perpetuate such an approach, follow-up of KPIs
obtained and follow-up of maintenance for « S » level

Puratos (November 2007 – November 2008):

·
Mission targeted
at: E
fficiency improvement project (+10%)
enzyme production through fermentation technology and by reducing dispersion
(from 25% to 2%) of enzyme activity after fermentation – by using 6 sigma
method


· Mission role:

-
Project
manager/sponsor

-
Establishing a
project charter

-
Defining a project
team

-
Using DMAIC method

-
SIPOC
analysis (process mapping) and setting
up customer Voice

-
Validating measuring
system for enzyme activity (R&R gage)


-
Analyzing and
developing theories related to root causes

-
Defining
solutions, implementation action plans

-
Developing
solutions based on verified causes

-
Defining resources
(technical changes, training of operators)

-
Sustainable
problem solving

Puratos (February 2007 - June 2007):

·
Mission targeted
at
: Reorganizing site at managerial level
– BU operational organizations merger (in silo), into a (horizontal) site
organization

·
Mission role:

-
Defining functions,
tasks and roles for every site manager

-
Scoping meetings
with BUs

SOL (September 2005 – October 2006) : Società Ossigeno
Liquido – Milano (It).

· Mission targeted at: Increasing reliability and optimizing on-site electrical supply, from
applying for permits, down to starting 150 KV station (investment € 4M)

· Mission role:

-
Defending file,
relating to contacts with various stakeholders (distribution system operator,
federal transport manager, electricity producer, Walloon Region, CWAPE)

-
Member of project
steering committee, in all aspects relating to operations

-
Defining start-up
operating procedures, and their integration into already existing operating
procedures

-
Monitoring and
controlling interfaces between project activities and day-to-day production
operations

-
Risk analysis as
to proposed facilities

-
Organizing and
steering start-up


SOL (January 2005 - June 2005):

·
Mission targeted
at
: Renewing several certifications: ISO
9002, ISO 14000 and GMP, including new production units

·
Mission role:

-
Coordinating and
steering reviewal of procedure content and procedure design

-
Validating
procedure content, and analyzing its impact on operators’ workload

-
Setting up an
internal audit team

-
Setting up a
Continuous Improvement Operations unit

SOL (June 2003 - December 2004):

·
Mission targeted
at
: Project for doubling production
capacity (€ 13M investment)

·
Mission role:

-
Project management
from applying for a permit, down to starting new installations

-
Defending against
residents committees and local administrations

-
Project team
definition

-
Defining
production organization in line with new capacity

-
Training needing
assessment and organized training sessions

-
Risk analysis

-
Integrating
project activities in routine production work

-
Adapting logistics
resources to changes in capacity, and product availability localization

-
Optimizing
production processes

-
Developing
specific KPIs for new facilities

SOL (July 2002- March 2003):

·
Mission targeted
at: Improving
billing procedures
(15 % more invoices for the same amount of load)

·
Mission role:

-
Analyzing document
processing

-
Analyzing reason
for error (whether human, computational or technical)

-
Improving computer
systems (communication between different software programmes)

-
Implementing
document reconciliation between loaded quantity (bill of loading), delivered quantity
(CMR) and invoiced quantity (invoice)

-
Officializing
billing procedure, defining procedural interface (internal customer/supplier
concept) and shared responsibility (back-up concept)

-
Developing
cooperation with various services through monitoring shared performance
indicators

-
Formalizing
internal customer feedback and objectizing service quality measurement relating
to commercial subsidiaries



BP – CHEMICAL (August 2001- May 2002):

·
Mission targeted
at
: Integrating all processes, including
factory start-up procedure, thereby providing a broad overview. shifting
supervisors with a view to reducing on-plant start-up time

·
Mission rolej:

-
Critical analysis
of existing start-up processes

-
Developing
integrated planning, showing sequence of procedures, and outlining critical
path and operations conducted in parallel


-
Defining start-up
check list

-
Strengthening
supervision autonomy

BP – CHEMICAL (January 2001- June 2001):

·
Mission targeted
at
: Reorganizing production teams

·
Mission role:

-
Setting up a
measurement system for production operator professional skills and wages
overhaul

-
Reorganizing and
balancing teams in line with competencies, and formalizing specific roles and
tasks for each team member

-
Improving
supervisors’ autonomy

-
Coaching
supervisors

BP – CHEMICAL (March 1999 – December 2000):

·
Mission targeted
at
: Preparing and operational steering of
production units’ start-up. Improvements helped increase production capacity by
50 %, and brought down consumption of raw materials (€ 25M investment):

·
Mission role:

-
Training needing
assessment, and organizing training sessions for various people involved
(operators, supervisors, maintenance staff)

-
Establishing
start-up operating procedures, and integrating them into existing operating
procedures

-
Monitoring and
controlling interfaces between project activities and day-to-day production
operations

-
Risk analysis
(specifically, HAZOP method) of projected facilities

-
Organizing and
steering of start-up on the ground

-
Process
optimization for new units, analysis of adequacy base design/real-life experience

-
Formalizing
monitoring reporting on operations involving new units

BP – CHEMICAL (January 1999 – March 1999) :

·
Mission targeted
at
: Establishing a criticality grid
equipped to harmonize and optimize maintenance intervention

·
Mission role:

-
FMEAanalysis

-
Repair-time
analysis, and assessing potential for storing spare parts, defining
« installed » reserve equipment, or « warehouse » reserve
equipment

-
Establishing a
preventive maintenance plan, including installing new production units

BP – CHEMICAL (January 1999 – June 1999) :

·
Mission targeted
at
: Clarifying and redefining supervision
and of production engineers posts

·
Mission role:

-
Analyzing
supervisors’ and engineers’ role and tasks

-
Analyzing
constraints, motivating factors and difficulties on the ground

-
Defining a new
organization: transition from a geographical responsibility (in silo) to a
transversal (matrix) responsibility

-
Improving intra-
and inter-shift team communication and support service to production

-
Coaching
supervisors during organization change implementation

BP – CHEMICAL (January 1998 – December 1998):

·
Mission targeted
at
: Preparing and operational steering of
production units’ start-up, with a view to reducing consumption of raw
materials, and improving quality of product distillation cut (€ 12,5M
invested)


·
Mission role:

-
Training needing
assessment, and organizing training sessions for various people involved
(operators, supervisors, maintenance staff)

-
Establishing
start-up operating procedures, and integrating them into existing operating
procedures

-
Risk analysis
(specifically, HAZOP method) of planned facilities

-
Organizing and
steering start-up on the ground

-
Optimizing
processes involving new units, analyzing adequacy base design/real-life
experience

-
Formalizing
reports on operational monitoring of new units.

BP – CHEMICAL (January 1998 – December 1998):
Mission targeted at : Analyzing and optimizing washing
process of chain-extending reactors
Mission role:

-
Measuring and
creating a background of efficiency in washing and maintenance intervention

-
Monitoring and
maintenance of stages in on-site washing procedures

-
Monitoring and
comparing conditions in on-site washing procedures, comparing
production/maintenance organization, comparing final washing quality, improving
ideas on « fishing »

-
Optimizing washing
procedures, while considering production and maintenance staff work cycle

-
Implementing a
maintenance/operations integrated planning

-
Improving
indispensable raw materials maintenance and supply forecasts, as required in
washings through increased reliability of continuous reactor fouling assessment


-
Training
production teams, and coaching maintenance supervisors

-
Adapting
procedures and operating methods, according to GMPs

-
Sustainability of
improvements, brought about by analyzing and communicating on each washing
performance (included in production and maintenance teams’ targets)

BP – CHEMICAL (September 1997 –
December 1997):
Mission targeted
at: Stimulating Manufacturing Excellence
programme
Mission role:

-
Searching for best
manufacturing practices (GMPs)

-
Sharing
experiences with group colleagues (France, UK, US)

-
Sponsoring,
implementing and standardizing feedback (suggestion box, requested changes,
incidents) from operator to supervisor.

Tractebel – Groupe Suez (May 1997 – June 1997):
Mission target: Studying and optimizing treatment of air-conditioning condensates in
warm areas, for Electrabel nuclear power station, in Tihange (Belgium)
Mission role:

-
Scoping study and
gauging data

-
Intervention risk
analysis during project phase and operational phase

-
Defining “Process
Flow Diagrams” (PFD) and “Piping and Instrumentation Diagrams” (P&ID)

-
Measuring and
assessing investment and operating costs

-
Drafting process
manual

-
Drafting technical
data sheets

-
Joined project
team during project realization phase, and piloted project

Tractebel – Groupe Suez (March 1997 – June 1997):
Mission targeted
at
: Studying and optimizing water supply
procedure for electric power plant in Marmara, Turkey on behalf of « Cockerill
Mechanical Industries » (CMI).

Mission role:

-
Scoping study and
gauging data

-
Defining “Process
Flow Diagrams” (PFD) and “Piping and Instrumentation Diagrams” (P&ID)

-
Studies to find
technical alternatives, including integration in planned facilities

-
Measuring and
assessing investment and operating costs

-
Presenting and
defending study at CMI technical directorate

-
Drafting process
manual

-
Drafting technical
data sheets

-
Joined project
team during project realization phase, and piloted said project


Tractebel – Groupe Suez (February 1997 – July 1997):
Mission targeted at: Studying and optimizing demineralised water supply for Solvay plant
in Jemeppe-sur

Sambre
Mission role:

-
Scoping study and
gauging data

-
Defining “Process
Flow Diagrams” (PFD) and “Piping and Instrumentation Diagrams” (P&ID)

-
Studying in search
of technical alternatives, including integration in to existing facilities

-
Measuring and
assessing investment and operating costs

-
Presenting and
defending study at Solvay technical directorate

-
Drafting process
manual & technical data sheets

Tractebel – Groupe Suez (November 1996 – February 1997):

· Mission targeted at : Studying alternatives in water production procedures for Electrabel
nuclear power station in Doel, Belgium


· Mission role:

-
Defining customer needs

-
Collecting design
data

-
Studying in search of technical alternatives, including
integration in to existing facilities

-
Assessing and
comparing technical and economic performance of alternatives

-
Presenting and
defending study

Tractebel – Groupe Suez (November 1995 –
October 1996):

· Mission targeted at: Developing and optimizing
procedures involved in making technical offers

· Mission role:

-
Methodological
approach

-
Technical
standardization

-
Training design
engineers in methodology and standards

Education

·
1992 Civil Engineer (Master in Engineering),
Faculté Polytechnique de Mons, Belgium

·
2001 Special diploma in Advanced Management,
HEC Brussels

·
2015 Black Belt - Lean Six Sigma certified

·
2015 PMP from PMI Certified

Divers

Formations animées:
Lean Management - Gestion de projet

Outils informatiques maîtrisés:
Minitab - PMP/PMI - LEAN Six Sigma - ERP


Langues: Fr En Nl

Quelques références:
Ségal, Magotteaux, BP, SOL

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