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Vincent : Plant manager / directeur industriel
600 € HT par jour
Disponibilité : préavis de 1 mois {[{ (freelance.date_available <= now() ? 'Maintenant' : freelance.date_available|date:'dd/MM/yyyy') }]} Maintenant préavis de {[{ freelance.preavis }]} mois {[{ freelance.availability }]}
Disponible en part-time: Oui

Profil mis à jour le : 23/04/2019
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Note Globale    

Je suis interesse exclusivement pour des missions en Pologne ( region Pomorski, Gdansk).


45 ans


Plant manager / directeur industriel Vincent

Expériences professionnelles


IL Cosmetics
Plant manager

Jan 2019 - aujourd'hui

Ciechanow (Poland)

Destylarnia Sobieski, group Marie Brizard Wine & Spirits
Plant manager

Jan 2016 - Déc 2018

Starogard Gdanski (Poland)

  • Creation of continuous improvement culture by implementation of lean manufacturing tools (Kaizen, solving problem methodology, 5S, SMED, Production Control System, visual management, standardized work instruction, values steam mapping).
  • Increasing employee's engagement by creation of a suggestion system. Result: 0,7 suggestions/ pers./ year during the 1st year and improved saving, safety and quality.
  • Implementation of safety culture by creation of safety walk, golden rules, safety talk. Result: accident rate: -50% vs 2016.
  • Increasing of global efficiency by building automatized KPIs at different levels of organization linked with a performance bonus system. This had created a change of behaviors to fit the resources with the needs.
  • Cost reduction: 1,4 MPLN in 2016 (material optimization, kaizen, SMED, line speed) and additional 1,7 MPLN in 2017 (material consumption, waste reduction, line balancing, staff optimization).
  • Optimization of the organization by strengthening the competencies and creating synergies: Professional preventive maintenance had been conducted, and many process improvement had been realized thanks to reorganization of technical department. Synergy and polyvalence had been also created in logistic department. Result: productivity of +25%.
  • Building a quality culture by improving the organization, standards, method and responsibilities. Result: claims divided by 2 vs 2017).
  • Leading the Introduction of the economical batch size with the supply chain and production planning. Result : OEE increased up to 5% .
  • Supporting the accuracy of financial reporting during the implementation of the new ERP (SAP).

Cooper Standard

Jan 2004 - Jan 2016

Czestochowa (Poland)

FTS Europe
Process engineering director

Jan 2009 - Jan 2016

(Fluid Transfer System)

  • Elaboration of FTS EUROPE industrial strategy (new process, layout...) and lead its implementation. This allowed an optimized footprint (Poland and Spain) coverage and optimized expansion of the plant.
  • Manage a budget of €4.5 m. (machines: €3.5 m.; tooling: €1m.) for new projects and new process for innovative products.
  • Build the process engineering department in 2008 and the tooling designing department in 2009 (650 tools designed annually): 25 engineers and 25 workers. A manpower need calculation had been also standardized to anticipate the incoming needs.
  • Nominated as pilot plant for developing new innovative strategic product & process (activities with R&D from U.S. and France).
  • Organize the launch in the plant of 17 new projects, 160 references (coolant hoses, turbo cooling and vacuum) by year.
  • Active member for writing the worldwide FTS process guideline linked with best practice in the group (US, Mexico).
  • Technical support after mergers and acquisitions (China, Spain).
  • Represent the process engineering during ISO TS16949 certification.
  • Elaborate the budget and conduct its realization.
  • Creating synergies between advanced phase product engineering and process engineering: quick connector connection for BMW, TPV hoses (for Tesla, PSA) and innovative molded connection hoses/clamp.
  • Creating and developing the prototype department (15 workers, turnover: €700,000). Very positively recognized by customer as high quality and reactive service. It represent an important positive contribution on the plant financial result.
  • Support for implementation of the lean manufacturing in the plant.

FTS Europe
Plant Industrial project leader

Jan 2004 - Déc 2008

  • Conduction of new projects from 3 product lines (fluid transfer system, sealing, anti-vibration system) specifically for (Peugeot 107/ Citroen C1 / Toyota Yago, Renault Twingo).
  • Implementation of the new process of silicon extrusion + forming for turbo cooling hoses.
  • Transfer of white room for high cleanness requirement hoses.
  • Production manager during 4 months in 2006 for sealing production and anti-vibration system (manager of 150 workers).
  • Coordinator for the evalog audit (logistic evaluation).
  • Support the delocalization of production workshop (eq.: 200 workers) for coolant hoses from France.
  • Organizing the communication flow between the 2 plants Czestochowa (PL) and Rennes (FR).

REHAU - Morhange (57340)
Project leader in the automotive department

Jan 1998 - Déc 2003

  • Coordinate the interface between the customers and all departments ( sales, plant, quality, process..) to conduct the new projects. Guarantor of the respect for the cost, quality and delay.
    • Project of door belt for Renault Espace (injection molding).
    • Spoiler for Renault Megane cabriolet and classic (extrusion blowing in Germany, painting in France).
    • Seals for car for the Scenic 4x4 and Air condition hose for the Peugeot 1007.
  • Organize the certification of the laboratory versus Renault requirements.



1997     ENIM - Diplome d'ingenieur de Metz ( specialite production)



Francais : Langue maternelle

Anglais : Niveau avancé

Polonais : Niveau avancé