Chateau Arnaud

1) Vice-President of operations direct report. 2) Responsible for investment projects (CAPEX) and operations strategy: €10MM Budget, ROI<2 years. 3) Production site closure & transfers (FR, HU) 4) Process change: inline labeling and packaging standardization. 5) Value stream mapping project (FR) to define a 3-year investment plan (finishing production lines). 6) Member of the “Continuous Improvement Council” (global). 7) People management: 1 FTE (engineer), 1 apprentice.

1) Responsible for silver print and photo album production lines. 2) Daily gemba walks and visual management implementation. 3) Quality system implementation. 4) First level maintenance implementation (TPM). 5) People management: 25 to 50 employees, 3 shifts, technicians and operators, seasonal recruiting.

1) Management of a continuous PVC coating line (3 shifts, 24hours, 6days). 2) People management: Direct reports (60 FTE) and functional report (4 FTE). 3) Core team member of the World Class Manufacturing program (Continuous Improvement, Maintenance).

1) Management of extrusion, calendaring and grinding production lines (2 shifts – 16hours, 6days). 2) People management: 5 FTE - 4 operators, 1 technician. 3) Daily gemba walks and visual management implementation. 4) Cost reduction management (Cross-functional project). 5) Core team member of the World Class Manufacturing (WCM) pillar: “Cost Deployment”.

1) Continuous improvement projects (5S, kaizen, SMED, run at rate, time study, standard work). 2) Production settings ownership (Statistical process control). 3) Production process change: Implementation spectrophotometry-based ink production system. 4) People management: 1 FTE – technician.

1) FE analysis and parts testing at engineering department. 2) Thesis: lubricating system validation plan for a bi-turbo motor (PSA).