Experience

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  Avianor Inc

  • Canada
  • Aviation and Aerospace Component Manufacturing
  • 100 - 200 Employee

  • Program manager

    • Oct 2019 - Present

  • Project Manager

    • Aug 2015 - Oct 2019

    Contexte du poste : Gestion de plusieurs projets de remises à neuf de composantes d’intérieurs d’avion. La durée des projets étant en moyenne de trois mois, la proactivité, la rapidité d’exécution et le suivi rigoureux étaient de mise.Réalisations:• Préparation des soumissions ayant mené à l’obtention de contrats importants• Extraction des nomenclatures (BOM) et mise en place des stratégies d’approvisionnement, de la sélection des fournisseurs et de l’analyse des besoins main-d’œuvre• Lancement de projets; suivis budgétaire et opérationnel afin d’assurer la livraison à temps des projets selon la marge bénéficiaire établie

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  L-3 Communications MAS

  • Mirabel

  • Technical Specialist - Contractual

    • Mar 2015 - Jun 2015
    • Mirabel

    Contexte: Développement de la stratégie opérationnelle nécessaire à l’obtention du contrat en révisant les méthodes et processus utilisés (Lean Manufacturing) pour créer un nouveau concept d’opérations plus efficace et atteignant les taux ciblesRéalisations:• Définition du concept d’opérations qui s’est avéré de 25 à 30% plus efficace que la méthode précédente• Création de la stratégie logistique et gestion de la chaîne d’approvisionnement pour le programme• Développement du calendrier de production et d’un‘’value steam mapping’’ se conformant aux exigences du client

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  Mecachrome

  • Mirabel

  • Director, Supply chain and program management

    • 2013 - 2013
    • Mirabel

    Contexte : Responsable des comptes clients ainsi que de la planification besoin matière et de l’approvisionnement (tactique et stratégique)Réalisations:• Diagnostic organisationnel effectué à l’embauche, préparer et présenter un modèle organisationnel du bureau de programmes qui a été mis en place en mai 2013• Redéfinition des postes au point de vue de la planification ainsi que des gestionnaires de programmes• Amélioration des livraisons à temps de 40% à 80%, en trois mois• Implantation de stratégies pour régler des problèmes de qualités majeures et récurrentes pour deux clients majeurs• Planification et application d’un plan d’industrialisation de 11 nouveaux contrats, sur une période de neuf mois• Préparation d’un plan de migration vers un nouvel ERP ainsi que d’un plan de formation et d’optimisation du système en place

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  Bell Helicopter

  • United States
  • Aviation and Aerospace Component Manufacturing
  • 700 & Above Employee

  • Senior Director, Manufacturing Integration

    • Jan 2011 - May 2012

    Head of the value chain for developing a new aircraft, overseeing a budget of over $100 million Managed the activities of an integrated team mandated to work with the engineers to integrate the operational aspects, design ergonomics, the tools, methods and processes management, production, compliance with the Master Plan, quality, strategic procurement, as well as all equipment logistics. This for Mirabel and our Mexican factory. After receiving an American visa, worked for more than 10 months in Texas with the program management team to support the design phase. Formulated and set up a transition plan with an American subsidiary following the decision to transfer the building of the aircraft to the United States.

  • Senior Director, Production Control and Logistics

    • Jul 2009 - Jan 2011

    Responsible for implementing a major organizational transformation of the Material Requirements Planning (MRP) group. Completely revise existing occupational groups, work directives and procedures to optimize productivity. Managed the activities of a team counting more than 200 individuals, including three directors, 15 supervisors and some 200 employees. Reduced the work force by 15% following a reorganization of the occupational groups by re assigning people from the abolished positions to positions generating greater added value for the company. Introduced the “planner-buyer” concept by combining the former material requirements planning role with the tactical component of the buyer's role. Directed the long-term 5-year strategic planning process, by aligning the main production timetable to available operational capacities (manpower, equipment, tools, capitalization, budget). Was responsible for inventory management and the missing parts turnaround group.

  • Manager, several positions

    • May 2004 - Jul 2009

    Different managerial positions: Production control and logistics / production manager / new product development and programs, including a military program, integrated team management. Participated in setting up a programs office, as Lead Manager in charge of commercial programs at Mirabel. Commissioned the production of an aircraft prototype, during the test phase for the US army, meeting an extremely tight deadline.

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  Heroux Devtek

  • Laval & Dorval, Quebec

  • Program/Accounts Manager

    • Feb 2002 - May 2004
    • Laval & Dorval, Quebec

    Responsible for the two most important clients of the Laval plant. Program and contract management. Improved on-time deliveries from 24% to 100% in 5 months for one client, and from 58% to 95% in 6 months for another. Doubled customer sales after my first year in the position.Responsible for the most important client of the Dorval plant, who had threatened to cancel his contracts. Improved on-time deliveries from 46% to 96% in 8 months. Increased sales by more than 20%, as of my first year.

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  Bell Helicopter

  • Mirabel, Quebec

  • Supervisor, operations projects, Operations coordinator, Shop floor control supervisor

    • Mar 1990 - Jan 2002
    • Mirabel, Quebec

    Responsible for turning around missing parts in almost every sector of the plant. Responsible for developing the 407 and 427 models, from the prototype phase up to the commissioning of production with an integrated multidisciplinary team.  Was the first person to implement the integrated team management concept by supervising support staff working on the production of the 427 model (workshop control, MRP, industrial engineering, quality, methods and operations projects). This concept was later deployed throughout the entire plant. Was responsible for the group mandated to assess all calls for tenders, technical estimates of time periods, methods and manufacturing processes needed to secure contracts in accordance with the specific configurations defined by the client. Followed up performance indicators vis-à-vis operations. Co-ordinated different production groups and support staff to ensure that goals were achieved.