John Robinson
Interim Manager at Managers en Mission - Réseau de managers de transition- Claim this Profile
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English Native or bilingual proficiency
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French Native or bilingual proficiency
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German Elementary proficiency
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Bio
Wolfgang Felsing
John reported to me from 2004 to 2009, first as GM of Pall Corp’s Ternay/France subsidiary. In this period John was key in changing an owner-driven almost independent plant into a fully-integrated Pall operation. Next to the merging of cultures this included to drive the introduction of Corporate Budgeting, Manufacturing and Reporting standards on all elements of Operations. As a result delivery performance, product qualtiy and work safety improved substantially. Basis for this was the successful implementation of a Lean and Continuous Improvement environment based on the Pall Operating System, a full re-structuring of all shopfloor processes, the introduction of ISO14,000, and outsourcing segments of the plant tasks. John was key in successfully managing all staff-related issues going with the changes, such as outplacements, tariff changes, re-trainings, or Lean awareness trainings. When due to Pall’s global portfolio strategy in 2006 it was decided to spin-off the Ternay plant, John in this difficult phase managed to keep Operations running without lowering its KPIs. He actively participated in the search for a buyer of the site, prepared the plant, and finally managed the hand-over in 2007. After this John continued reporting to me until 2009 firstly as the Liaison Officer between the new owner and Pall, and in parallel started working as Production BPO on the SAP implementation for all European sites, focus transactional process improvement. Later (not longer my report) John moved on to the global SAP project as Sales BPO. John reliably understands shopfloor and transactional business processes and forcefully drives their improvement. Doing so, he is able to merge all aspects of all their stakeholders. He works independently, is aware of all tools and people skills needed for Plant Management. He especially supported my work in positively bridging corporate environment and local positions, building teams to successfully perform in generally accepted environments.
Wolfgang Felsing
John reported to me from 2004 to 2009, first as GM of Pall Corp’s Ternay/France subsidiary. In this period John was key in changing an owner-driven almost independent plant into a fully-integrated Pall operation. Next to the merging of cultures this included to drive the introduction of Corporate Budgeting, Manufacturing and Reporting standards on all elements of Operations. As a result delivery performance, product qualtiy and work safety improved substantially. Basis for this was the successful implementation of a Lean and Continuous Improvement environment based on the Pall Operating System, a full re-structuring of all shopfloor processes, the introduction of ISO14,000, and outsourcing segments of the plant tasks. John was key in successfully managing all staff-related issues going with the changes, such as outplacements, tariff changes, re-trainings, or Lean awareness trainings. When due to Pall’s global portfolio strategy in 2006 it was decided to spin-off the Ternay plant, John in this difficult phase managed to keep Operations running without lowering its KPIs. He actively participated in the search for a buyer of the site, prepared the plant, and finally managed the hand-over in 2007. After this John continued reporting to me until 2009 firstly as the Liaison Officer between the new owner and Pall, and in parallel started working as Production BPO on the SAP implementation for all European sites, focus transactional process improvement. Later (not longer my report) John moved on to the global SAP project as Sales BPO. John reliably understands shopfloor and transactional business processes and forcefully drives their improvement. Doing so, he is able to merge all aspects of all their stakeholders. He works independently, is aware of all tools and people skills needed for Plant Management. He especially supported my work in positively bridging corporate environment and local positions, building teams to successfully perform in generally accepted environments.
Wolfgang Felsing
John reported to me from 2004 to 2009, first as GM of Pall Corp’s Ternay/France subsidiary. In this period John was key in changing an owner-driven almost independent plant into a fully-integrated Pall operation. Next to the merging of cultures this included to drive the introduction of Corporate Budgeting, Manufacturing and Reporting standards on all elements of Operations. As a result delivery performance, product qualtiy and work safety improved substantially. Basis for this was the successful implementation of a Lean and Continuous Improvement environment based on the Pall Operating System, a full re-structuring of all shopfloor processes, the introduction of ISO14,000, and outsourcing segments of the plant tasks. John was key in successfully managing all staff-related issues going with the changes, such as outplacements, tariff changes, re-trainings, or Lean awareness trainings. When due to Pall’s global portfolio strategy in 2006 it was decided to spin-off the Ternay plant, John in this difficult phase managed to keep Operations running without lowering its KPIs. He actively participated in the search for a buyer of the site, prepared the plant, and finally managed the hand-over in 2007. After this John continued reporting to me until 2009 firstly as the Liaison Officer between the new owner and Pall, and in parallel started working as Production BPO on the SAP implementation for all European sites, focus transactional process improvement. Later (not longer my report) John moved on to the global SAP project as Sales BPO. John reliably understands shopfloor and transactional business processes and forcefully drives their improvement. Doing so, he is able to merge all aspects of all their stakeholders. He works independently, is aware of all tools and people skills needed for Plant Management. He especially supported my work in positively bridging corporate environment and local positions, building teams to successfully perform in generally accepted environments.
Wolfgang Felsing
John reported to me from 2004 to 2009, first as GM of Pall Corp’s Ternay/France subsidiary. In this period John was key in changing an owner-driven almost independent plant into a fully-integrated Pall operation. Next to the merging of cultures this included to drive the introduction of Corporate Budgeting, Manufacturing and Reporting standards on all elements of Operations. As a result delivery performance, product qualtiy and work safety improved substantially. Basis for this was the successful implementation of a Lean and Continuous Improvement environment based on the Pall Operating System, a full re-structuring of all shopfloor processes, the introduction of ISO14,000, and outsourcing segments of the plant tasks. John was key in successfully managing all staff-related issues going with the changes, such as outplacements, tariff changes, re-trainings, or Lean awareness trainings. When due to Pall’s global portfolio strategy in 2006 it was decided to spin-off the Ternay plant, John in this difficult phase managed to keep Operations running without lowering its KPIs. He actively participated in the search for a buyer of the site, prepared the plant, and finally managed the hand-over in 2007. After this John continued reporting to me until 2009 firstly as the Liaison Officer between the new owner and Pall, and in parallel started working as Production BPO on the SAP implementation for all European sites, focus transactional process improvement. Later (not longer my report) John moved on to the global SAP project as Sales BPO. John reliably understands shopfloor and transactional business processes and forcefully drives their improvement. Doing so, he is able to merge all aspects of all their stakeholders. He works independently, is aware of all tools and people skills needed for Plant Management. He especially supported my work in positively bridging corporate environment and local positions, building teams to successfully perform in generally accepted environments.
Experience
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Managers en Mission - Management de transition & Réseau de managers de transition
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France
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Business Consulting and Services
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100 - 200 Employee
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Interim Manager
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Jul 2021 - Present
May - Dec 2022 assignment with Pernod-Ricard NW Europe - position: Head of ERP May - Dec 2022 assignment with Pernod-Ricard NW Europe - position: Head of ERP
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VerreDURE
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Pélussin, Auvergne-Rhône-Alpes, France
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Entrepreneurial project - Circular Economy
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2018 - 2020
Challenge: build a circular supply chain for deposit, collection, and cleaning for reuse of bottles and jars to reduce the carbon footprint of glass packaging compared to recycling. • Study market requirements and potential, elaborate a business plan • Define technical processes for cleaning and distribution, estimate financial investment • Seek prospective customers and partnerships with distributors and local authorities Result: The economic model is not viable without subsidies, decision to stop the project. Show less
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Mersen
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France
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Industrial Machinery Manufacturing
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700 & Above Employee
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Europe ERP Project Manager (Oracle JD Edwards)
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2013 - 2018
Challenge: Implement a new ERP system for the European sites in a difficult context. Deliver the entire project with internal resources only – American and French IS teams. • Cultivate transatlantic cooperation to successfully deliver all work packages • Deploy tools and techniques to organise project work – training, testing, conversion • Develop competences of functional business teams to be autonomous in their projects • Coordinate data conversion, operational cutover, issue tracking and support for all sites Result: Implementation of 5 factories & 10 EU subsidiaries without impacting customers. Show less
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Pall Corporation
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United States
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Manufacturing
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700 & Above Employee
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Global Business Process Owner - SAP Sales & Distribution
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2008 - 2013
Challenge: Implement all group factories and subsidiaries on a single global instance of SAP. Deploy standard processes, procedures and training for all customer service teams.• Develop and lead a global network of customer service managers and functional experts• Coordinate data conversions and functional testing to validate SAP sales processes • Drive sales process integration with finance, production, and supply-chain functions• Supervise documentation of procedures, training content and user training programmes • Facilitate cutover to SAP, issue resolution and support for operations in 36 countriesResult: Pall customer service successfully operates with global standard procedures on a single instance of SAP. Show less
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Operations Director - Plant General Manager
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2000 - 2008
Challenge: Integrate the enterprise into a multi-national group while maintaining its entrepreneurial spirit. Find a long-term solution for the site following decision to divest.• Manage production, distribution, and support services – 60 people, turnover 12M€• Change management – integrate the factory into the group Pall; develop a culture of workplace safety; initiate lean and continuous improvement; implement a QHSE system • Lead the management committee, drive operational and financial performance, and facilitate relationships with the group• Ensure operational continuity during divestiture of the factory by the group Pall Result: The enterprise successfully navigated two changes of ownership and continues to serve its customers today as an independent supplier to Pall Corporation. Show less
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Kenwood Limited
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United Kingdom
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Manufacturing
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100 - 200 Employee
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Director of After Sales Service and Spares
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1999 - 2000
Challenge: Turn-around after selas service, heavily impacted by production relocation• Manage after sales service and spares distributon, drive profit centre £2M sales. • Restructure spare part distribution. Improve service level from <60% to >90% within 24 hours.Result: successfully navigated the crisis period and restored customer service to a good level.
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Project Engineer/Project Manager
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1993 - 1999
Challenge: Restructure operational activities to improve competitivity of the enterprise.• Implement a new information system for the European factories and business units• Lead industrial transfer projects from United Kingdom to Hong Kong and China• Integrate the production operations of another enterprise following acquisition Results: Three major projects successfully implemented, contributing to the improved competitivity of Kenwood.
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Education
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1989 - 1993
University of Cambridge
Master of Engineering (M. Eng.), Manufacturing Engineering -
2000 - 2001
Alliance Française de Lyon
French Studies, Level C2 - bilingual
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