Düsseldorf, North Rhine-Westphalia, Germany
Jean-Francois is consulting clients in the manufacturing, high-tech and automotive field. His expertise ranges from manufacturing strategy, shopfloor operations topics to R&D and Supply Chain topics. He brings value to his clients with his strategic pragmatism, hands-on concepts and "getting through" mentality. He leads large transformation projects interacting with clients at board level to blue collar workers on eye-level. Key experience: - Manufacturing strategy design - Digital transformation (business model, factory, supply chain) - Process optimization (Lean manufacturing and administration) - Design-to-cost and Cost Engineering - NWC optimization - Make-or-buy optimization - Factory relocation (planning, execution) - Growth and innovation strategy - Organizational Design (Digital Leadership in manufacturing, supply chain and R&D) Key sector experience: - Automotive - Automotive suppliers - Industrial engineering - Steel and materials manufacturing - Pharma - Telecommunications
- Smart factory optimization - Manufacturing strategy design - Digitalization in manufacturing - Data management - Organizational design
- Reporting to the Division Manager Customer Operations & Logistics, leading 37 employees (3 direct reports) - Ensure material supply of 4,500 items across automotive OEM and supplier customer base (50 customers with multiple warehouse and production locations) - Establishment of a continuous improvement process within the Order Management department - Driving digitalisation of the order management process to increase transparency and reduce internal cost - Continuous optimisation of stock range to ensure maximum security of supply while maintaining good NWC levels - Management of customer escalations related to withdrawal backlogs and old stocks - Establishing logistics agreements with customers to counteract withdrawal backlogs and reduce the impact of old stock with respect to NWC - Continuous forecast of shipment volume as input variable for production capacity planning and earnings forecast
- Reporting to the management of TKMC, management of up to 6 project members - Introduction of an operational NWC management process in the plant construction of the small series environment with focus on the optimisation of cash management (Plant construction business) - Definition of a make-or-buy process as a basis for evaluating both strategic and financial implications of the current vertical integration within the manufacturing business (Elevator industry) - Optimisation of the order fulfilment process at the main production site in Germany with a focus on processes in the areas of order management, production planning, manufacturing performance, shipping and supplier performance (Elevator industry) - Identification and consolidation of G&A measures as part of a large cost-saving initiative by thyssenkrupp Corporate - Plant relocation with a controlled ramp-up of production volume. Project management of various work streams with focus on manufacturing, quality, logistics and human resources (Automotive industry) - Market entry study: Scenario-based assessment of the customer and competitor landscape in different regional markets as a basis for a market entry decision (Automotive industry) - Introduction of a product standardisation and modularisation approach to reduce the variety of parts and overall complexity in the development, manufacturing and assembly processes (Automotive industry) - Management of the Competence Group Operations with 6 permanent team members: Continuous development of methods and tools in the area of Operational Excellence and training of TKMC consultants
- Reporting to PA Managing Directors, managing up to 3 project members - Development of a concept for reducing design changes in the late phase of the product development process and its implementation at an automotive OEM - Lean transformation at a leading global cruise company: Introduction of lean management in all areas of hotel operations. Reduction of lead times by up to 80%. - Introduction of a cost engineering organisation, definition of relevant processes as well as pilot projects at an international telecommunications group - Large-scale product cost reduction project focusing on 3 vehicle models and design-to-cost as well as benchmarking approach for two automotive OEMs - Product cost reduction project for existing and in-development vehicle model focusing on areas with significant target cost gap using design-to-cost and benchmarking approach for a premium automotive OEM - Design and implementation of a new organisational structure with integrated project teams at a manufacturer in the aerospace industry in the United Arab Emirates: Analysis of responsibilities and work distribution of > 500 employees and definition of a new governance model
- Reporting to project manager - Introduction of Lean at a pharmaceutical company: Application of all Lean methods and tools to reduce all types of inventory, shorten lead times, and increase efficiency in administrative areas (including quality control). - International project to optimise working capital in the wood industry: potential analysis at eight sites and concept development to reduce work in progress stocks - Purchasing project at a global tourism company: Analysis of the hotel purchasing process and concept development to reduce purchasing prices - Lecturer at the Lean Management Institut (seminars and moderation of business simulation games)