I am highly rigorous in my work and I am a quick-learner in various professional environments. I always achieved to adapt to different corporate culture, and my analytical skills always enabled me to go through various position in industry: as Project Manager and production manager in Heidelberg Cement Group, as Performance project manager in SKF and data analyst in Totalenergies.
At Heildelberg Group for the industrial management on the France-Belgium area, I worked on various projects of optimization of the maintenance purchasing process, maintenance costs to be implemented on site. I was in charge of implementing the best practices on site and training the different actors of the projects on site (Purchasing, plant manager, department manager and technicians). I was also a key user on SAP for the maintenance module. I created all the maintenance and investment budgets in collaboration with the accounting department. I was in charge of the follow-up of the budgets and the validation of the investments with the agreement of my hierarchy. I was also in charge of extracting data from SAP to carry out studies of material costs, hourly rates and life cycle.
Thereafter as process manager, I managed a team of 35 workers to produce cement in a plant respecting safety, quality, environmental rules and delivery on time with the best optimization to decrease the production cost. I prepared for the major maintenance by working with purchasing, suppliers and my direct supervisor. During the major maintenance, I followed the setting up of the kiln brickwork and managed the setting up of equipment. I interacted with all the internal and external actors of the factory (maintenance, purchase, shipping, internal and external auditor (state structure)). I have conducted and coordinated safety audits on construction sites. Every day and every week, I led the team meetings and wrote the production instructions. I managed all materials from the quarry to the production site, fuel and electricity consumption. I was in charge of making or controlling the daily production report and respect the objectives defined by my hierarchy in terms of quality, cost and delays.
At SKF aerospace, I was responsible for performance improvement. In the context of a takeover by the Lord group. I created a multidisciplinary team to improve the performance of the assembly workshop. We made an inventory, implemented an action plan with objectives to reach the targets. We have worked on redefining product range times. We have put in place KPIs after validation from the hierarchy to control the stability of our performance. We used different tools such as DMAIC, FMEA, 5S to reach our targets.
After this enriching experience, I decide to work in Total Exploration – Production in Project service, I have been able to develop a POC (Prove Of Concept) with knime software a bridge from Primavera P6 to Knime to analyse some strategic data to make prediction in the future (decision Tool). I follow up a Gas & Oil project in Emirates.
Business Engineering Solution Brussels, (Belgium)
Sub system: Traction (Electronics skills).
The manager of the Sub-System acts as a Project Manager on its scope and is called Sub-System Manager (SSM). The SSM is responsible end to end of the proper execution and achievement of the scope, cost and delivery objectives of the Sub-System (QCD objectives) including successful achievement of Sub-System development (DFQ cycle).
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