11 minutes

You will find some examples of achievements by clicking on the links below:

Continuous improvement – Lean

Process optimization using a weighing control
Tool for production planning
Flow and storage area analysis
Analysis and relocation of a workstation
SMED on a color change at a paint job
Creation and deployment of an operator multi-skilling management tool

Project management

Transfer and consolidation of several office buildings
Transfer of a pharmaceutical laboratory

Process optimization using a weighing control

Due to new products, the workload increase have made it necessary to optimize a manual process. Each pouch contains a specific number of tubes. Operators count the tubes manually. In addition, to control the manual count, they perform several counts before, during and after bagging. These operations were long and painful: counting more than 1000 tubes without being wrong is an achievement! Thus, I implemented a solution that eliminated these counting steps while increasing the reliability of the bagging process.

Business sector: Pharmaceutical industry – Tubes bagging
Key figures: 2 types of products, 6 different bags
Techniques used:statistical control (Six Sigma), poka-yoke, visual management (red / green)
Soft skills used: creativity, leadership, rigor

Following statistical studies on the weight of each component of a bag (bag, labels, tubes, desiccant) and analyzes, weight ranges were defined for each product. I set up a scale with the predefined weight range. After filling the bag, the operator places it on the scale, which indicates if the weight is correct, the operator can then seal the bag. If not, he must check the contents of the bag.

The implementation of this control has revolutionized bagging and labeling practices. Beyond the gain in time and the reduction of counting stress, operators have been able to switch to continuous production. Before they had to recount the tubes at each intermediate step. With the final control, it is possible to produce continuously. The working time has been divided by two. Indeed, the different operators don’t have to wait for each other at the end of each step: with a continuous flow each one works at his own pace, the fastest can help the slowest (load-balancing) to finalize the production. The time saved was used to process the new products.

Once the operating principle and the reliability of the scale were demonstrated and accepted by the quality assurance, it was possible to deploy it to other processes. In particular, an automated bagging equipment has been put into operation. The equipment was not used because it was 90% reliable, with 100% control, the equipment could be put into service, releasing 2 people for other tasks.

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Tool for production planning

A sharp increase in production needs led to numerous disruptions and delays in delivery. Moreover, a production management system, whose updates did not allow real-time monitoring, stressed production even more. Therefore, I created a software that gives each workshop the ability to measure the upcoming load and its ability to meet the expectations of its customers.

Business sector:Energy – Production of gas-insulated substations
Key figures: 5 workshops, 38 workstations, 191 families of parts
Techniques used: VA / NVA, OEE
Soft skills used:sense of pedagogy, rigor

The goal was to have a tool that was operational within 3 weeks to take decisions. We decided to group the production into families of parts with the same operating mode and a similar processing time. I first defined with the methods department of each workshop, the families of products to organize the database. Next, I retrieved and consolidated the operating times delivered by the methods services. Finally, I created the software under Access, using VBA coding.

This software allows the user to modify the assignment of product families, time scales and characteristics of the workstations (OEE, number of operators affected). It also automatically integrates the data from the ERP and displays for each station the load in number of parts and / or time, comparing it with the capacity.

The tool gives in addition generic information on the upcoming production: distribution of families of parts to be processed over the next weeks, details of references to be processed for a given week, …

Each workshop can thus study in detail, and in a grouping related to the type and the duration of the operations to be carried out, the production of the coming weeks. The manager can then make the right decisions: load balancing, increase / decrease of his production capacities.

Software homepage
Methods database
Workload / capacity comparison

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Flow and storage area analysis

I realized a detailed flow analysis for a factory. This study aimed to define the location of four new machines, choose a traffic plan combining safety and productivity, validate the workload of the operators and the utilization rate of the carts, validate the surface of the intermediate storage areas.

Business sector: Iron and steel industry – Ironing
Key figures: Storage area ​​approx. 3750 m² or 40 000 square feet
Techniques used:5W’s, spaghetti diagram, VA / NVA, brainstorming
Soft skills used: sense of pedagogy, rigor, analytical mind

First of all, I spent time with the client to understand his problems, his needs and his expectations.

After a phase of handling and self-training with the tool Flowplanner, I was able to define how the software would help us meet the needs.

The first step was to collect the input data, namely the list of machines and storage points, each part’s circuit in the plant, the production volumes of the machines as well as their failure rate. I was able to upload data in the tool and run the first simulations.

For each simulation, the tool delivered different information: distance traveled by each article, by each trolley, number of passages at different points, … The analysis that I made of this data gave the customer the opportunity to make the right choice.

The study that I conducted validated the layout plan for the four new machines, the plant circulation plan, the load of the operators and an optimization of the allocation of intermediate stocks.

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Analysis and relocation of a test workstation for dielectric parts

Following an audit of the workshop, a workstation was identified as a bottleneck. I analyzed it in detail to find solutions.

Business sector: Energy – Production of gas-insulated substations
Key figures:Cycle time of 30 minutes including process 20 minutes
Techniques used: 5S, PDCA, spaghetti diagram, ergonomic rating, VA / NVA
Soft skillsused: listening, creativity, rigor

I conducted an analysis of the upcoming production. I first measured the working and process times. Following the detailed study of the station, in a Kaizen approach, I proposed a modification of the machine to increase the number of parts processed at each cycle. I also proposed a reorganization of the workstation (WIP, preparation and control stations localizations).

These two actions made 33% more productivity and eliminated the bottleneck, reduced operators travel and improved the ergonomics of the job.
The station was able to absorb the planned load, the operators have fewer movements of heavy parts to perform.

The workstation before
Suggested layout

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SMED on a color change at a paint job

A paint job workstation has been identified as a bottleneck. Given the order book, the painter must change color between 3 and 8 times a day. I conducted a SMED to reduce the color change time.

Business sector: Energy – Production of gas-insulated substations
Key figures:15 to 4 minutes reduction for each color change
Techniques used:SMED, ergonomic rating, VA / NVA
Soft skillsused:meeting animation, creativity, analysis

At first, I measured the times and listed the operations performed during the color change, which lasted 15 minutes. Then, in a Kaizen approach, I organized a working group with operators and methods.

Following this group and the analysis that I made, I was able to propose two actions to reorganize the tasks of the workstation, at no costs and two actions with low investment (<600€). The last optimization action, which required an investment of 150k€, profitable in 1.5 years was not retained at first. The 4 actions carried out, reduced the duration of the color change to a little more than 4 minutes, ie 72% reduction on the operation.

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Creation and deployment of an operator multi-skilling management tool

As the leader of a team of 30 operators, I piloted the implementation of a tool for managing the multiple skills of operators.

Activity sector: Automobile- Assembling of industrial vehicles
Key figures: 7-minute cycle time
Techniques: 5W’s, 8D, Brainstorming, PDCA
Soft skillsused:listening, leadership, meeting animation

Following discussions with other team leaders, method partners, human resources, I identified needs and put in place a tool to meet them.

In each team there are several workstations, with associated skills and knowledge. The different operators of the team are trained in one or more positions. A scale of 4 levels expresses their level of training.

This tool provides a visualization of the level of training of each operator at each workstation. It is based on a rating grid, shared between the team leader and the operators. Finally, I deployed it to all 34 plant teams, representing more than 1,000 operators.

Example of the visual tool deployed
Example of the visual tool deployed

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Transfer and consolidation of several office buildings

As part of a reduction in real estate and structural costs, I organized the transfer of an engineering service company. Its employees were spread over four sites in the Paris region. They were gathered in one building.

Activity Sector: Service – Engineering Service Company
Key figures:500 employees, € 2.5 million budget
Techniques:Gantt chart, WBS, FMEA
Soft skillsused:leadership, organization, diplomacy

I piloted the project around 4 major axes:

  • Layout: from the distribution of division on the floors to the attribution of each desk,
  • IT: from the definition of needs, to wiring the cables and the final connection of the users,
  • Building: from the construction follow-up, to the building inspection prior to entry,
  • Communication: from information via a dedicated internal website to the welcome booklet and the telephone list of building users.

One of the project drivers was cost reduction. The completion of an exhaustive inventory of all the existing furniture and the optimization of the partitioning plan of the premises reduced the bill from M 3.5 € to M 1.5 €!
The budget I was managing also included IT infrastructure and moving costs.

Finally, with a sharp planning, I limited the computer shutdown to 4 hours and the disruption of the users for 1 day and a half on average.

Macro project planning

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Transfer of a pharmaceutical laboratory

A pharmaceutical laboratory moved to newer and larger buildings 5 km away. I piloted the operational part of the transfer: ie the move.

Sector of activity:Pharmaceutical – research laboratory
Key figures:60 employees, more than 1000 scientific equipment
Techniques:Gantt Chart, FMEA,change management
Soft skillsused:leadership, organization, diplomacy

I realized the detailed planning, assignments of the tasks to the teams and the internal communications. Concretely I set up a tool to track the progress of the transfer (with Access and Visual Basic). On the human side, I also managed change with the teams. I set up a tool to track the progress of the transfer (under Access and Visual Basic). I also carried out, together with the impacted teams, a risk analysis related to the transfer.

Finally, I set up and piloted an action plan. So the disruption on the activities was limited to 3 weeks on average. Teams have shut down, cleaned, secured, transported, then returned to service and re-qualified more than 1000 laboratory equipment.

Example of monitoring the requalification of a sector

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