Experience

INULA Group

• Australia
• Software Development
• 1 - 100 Employee

• Director Operations

  • Apr 2020 - Present

  Director Operations Inula Group FMCG Company Brands (Pranarom/ Herbalgem/Biofloral) 4 plants (France/Belgium/USA) 300 FTE In charge of Production/ Maintenance/ Supply chain/ IT/ Purchase indirect / Projects/ Engineering/Transport Turnover 120M€( double digit % each year) Implementation lean in ops average 9% efficiency increase year New erp Microsoft D365 in 3 plants (in place of various Erp) Inventory managemet (39M€) Management internal and external production (30M products year) Saving indirect / direct in 3 years (2M euros) Improvement Otif (average 35% to 90%) Show less



Dawn Foods Global

• United States
• Food and Beverage Manufacturing
• 700 & Above Employee

• Multi site Plant manager France & Belgium

  • Jan 2017 - Apr 2020

  Turnover 70M€ / 25000 tons per yearReduction conversion cost 20% in 3 years (review organization/ task for production, quality, supply chain, engineering/ new equipment/flexibility of people/ implementation lean management)Improve productivity by 67% in 3 yearsPreparation/execution capex with clear focus on quality/cost/innovation. Implementation 3 new full automatic lines (filling/packaging/labelling/palletizer) for bucket between 1kg until 14kg and Bag in Box 13kgReach and maintain higher score for audit BRC (AA for 2 plants) and AFSCA certification on BelgiumBetter score quality corporate audit for the 2 plants in the total of 16 plants Dawn in the worldAdaptation organization in some years to pass to 200 FTE at 120 FTEClear improvement kpi with finance to drive business in the more effectiveness wayImprovement safety, reduction number of LTA in average per 70% (10 LTA year average to 2/3 LTA average) Show less

• Plant Manager Belgium

  • Feb 2014 - Dec 2016

  Plant Manager ( 170 FTE->100FTE / CA 25M€)Positive operating P&L since 5 years after 10 years with negative result, total saving of the plant (6M€)Reduction customer complaints of 75% in 5 years (UC), improvement FPQ (reduce 50% no conform product)Increase productivity of 35% , maintain same conversion cost with 40% volume lessReduction scrap amount of 60% and spillage 40% (with comparable volume) Improvement safety, reduction number of LTA in average per 70% (10 LTA year average to 2/3 LTA average)Adaptation number of FTE in function volume, implementation economic unemployment with unionResponsible of CPPT, member of CE Show less

• Production Manager

  • Mar 2013 - Jan 2014

  Responsible production/supply support (55 FTE)Management of production and plant interim after huge reorganization and departure of all management in less of one year (finance/hr/production/quality/plant manager/maintenance)Implementation follow of performance production for all lines (OEE)

• Production Support Manager and Project manager reduction cost

  • Mar 2010 - Feb 2013

  Responsible procurement for all plants/ internal flow and budget maintenance/indirect operation (20 FTE)Reponsible project reduction indirect cost 32% in one year in several areas (phone, utilities, travel, clothe, post, marketing, consulting, car, formation, hire people, insurance, maintenance, waste, office supply, forklift, transport)Réduction negative inventory difference by 95% in less of 2 years (700K€)



UCB

• Apparel & Fashion
• 1 - 100 Employee

• Supply Chain-Manager

  • Oct 2008 - Feb 2010

  Management team of 21FTE Reduction FTE by 35% and budget (50%) to be in line with activity and improve efficiencyReduction stock 50% 3M€Average of OOstock Customer pass to 25 per year at 2 per yearImplementation scheduling weekly with ops team (production/maintenance/quality/supply)installation VMI for tank

• Procurement and Customer service Manager

  • Aug 2007 - Sep 2008

  Reduction 15% stock of RM (1.5M€)Management order/invoice/stock/preparation of order (Warehouse)Management cleaning and closing external Warehouse (2000 pallets stock) , saving 200k€ annual fix cost.Implementation KPI service level supplier (qty/lead time) , increase service level to 20% at 75%Implementation KPI Customer (OOstock) ,reach objective of 50% reduction with root cause analysis and clear follow action per people.Reduction number of FTE after reorganization to be in line with activity Show less



Valeo

• France
• Motor Vehicle Parts Manufacturing
• 700 & Above Employee

• Method logistic Manager

  • Jan 2005 - Jul 2007

  Responsible logistic project, internal flow, budget, inventory, packagingManagement team of 3 engineers/ 36 forklift driversLead building of new warehouse (1800m²), separation reception/expedition area, management of sub contractor (electricity/splinker/IT equipment/safety/forklift/heating/access door etc..), management of tempory warehouse for this period of few monthsManagement capex logistic and ROI (2.2M in 3 years)Reduction 25% fix cost of transport (700k€) per year , analysis of all flow and lead new tender online, review all lead timeImplementation of 6 new flow of transport in eastern country (milk run)Set up kanban flow for 75% turnover with 500 part numbersReview layout of the plant to manage all stock close of all units of productionManagement closure external warehouse and clean all old stockImplementation standard Valeo logistic in poland, help to transfer one unit of production (equivalent 72 FTE) Management of returnable packaging customer and supplier (creation new area for stock all this packaging and review stock ) to improve efficiency (250000 units)Implementation QRQC logistic and creation of 150 instructions sheets(Lean logistic) Show less

• Method logistic engineer

  • Jul 2004 - Dec 2004

  Manager logistic for all new customers projects and calculation cost (packaging/transport/stock etc..)Responsible project first annual inventory for 100% of the plant (management action plan and creation clear instruction for all people (150 FTE)Manager project reorganization warehouse FG (installation rack for 2200 locations and new IT software by scan), formation of all people Increase service level to 25% at 70% after implementation new warehouse



Delphi

• United Kingdom
• Motor Vehicle Manufacturing
• 700 & Above Employee

• Project Manager "reduction transport cost"

  • Oct 2002 - Dec 2003

  Creation of tender with analyze of all flow and all invoices (3M€ year)Modification lead time, incoterms, carrier, review stock analyze in function cost of transport, saving 750k€ year fix cost Management for finance new reporting of cost transport with day-1 total cost estimateDiscover over invoicing by some carriers for more 70k€year and no application of european transport contract price for all flow (lost more 200k€ year) build datas to settle this problem by management.Implementation new method of control to assure 100% of invoice are conformsNew negociation of contract "incoterm" with some suppliers to better management of cost (EXW instead DDP)Review space of some packaging returnable to decrease cost of transport Show less

• Project Manager "reduction scrap cost"

  • Jun 2002 - Sep 2002

  Reorganization flow inbound of scrap with suppliers and purchaser (clear lack of procedure/followed)New formalization of specification for not conform product / create new file encoding of scrap by operatorsImplementation indicators of scrap amount in euros for each line (12 lines) by hour and sensitization people about huge amount of scrap Review frequency of control / method of countReduction 25% scrap in 4 months (700k€)

• Project Manager "new indicator performance"

  • Dec 2001 - May 2002

  Creation of new sheets in production to analyze better performance and standardization of all informationsNew KPI available (TRS operation/TRS maintenance) with better root cause analysis reporting (quality/production/maintenance (type of default) etc..

• Project manager « maintenance level 1 et 2»,

  • Oct 2000 - Nov 2001

  Implementation of Maintenance level 1 and 2 Formation of 130 operators in 5 shifts (7/7 days , 24h/24h)Creation of 250 worksheets for daily/weekly/monthly/quartely maintenanceTransfer to production close of 1600 hours per year



Vandeputte Soap & Detergents

• Belgium
• Manufacturing
• 1 - 100 Employee

• Project Manager SMED

  • Aug 1999 - Jul 2000

  Reduction 40% time to change format for 2 automatic lines (bottling/filling/labelling/plugging/cartoner) Codification and identification of all tools close of the line (less 10 meters) for each format of bottle (5 sizes) Creation of 75 instructions sheets for each equipment Formalization and standardization method of work for adjusteurs people (6FTE) Reduction 40% time to change format for 2 automatic lines (bottling/filling/labelling/plugging/cartoner) Codification and identification of all tools close of the line (less 10 meters) for each format of bottle (5 sizes) Creation of 75 instructions sheets for each equipment Formalization and standardization method of work for adjusteurs people (6FTE)