Daniel JENTIL
Continuous Improvement Manager, .....................
Business activities experiences
Automotive- Aerospace- Pharma-Continuous Process industry.
Skills Summary
My career is focused on Business Process Improvement deployment and Multi-skills Project Management, Lead cross functional projects across all divisions.(Manufacturing,Service, Supply Chain, Administration).
My major strengths are:
Using Lean, Six Sigma methodology to achieve results and satisfy the end users.
From the voice of customer,Change Management, Hoshin Kanri principle is used for the deployment to prioritize and track results, then after assessment, leading the cultural change management.
For tactical side, proven techniques are used: Value stream mapping (discret and continuous processes), lean design, kaizen events, pull system, TPM, Reliability Center Maintenance, Wrench Time, OEE, Operator Care, problem solving, Inventory and delivery management completed by the daily management system to sustain improvements.
I have adopted the Society Manufacturing Engineering system with the Bronze, Silver and Gold level a program close to A.C.E (Achieving Competitive Excellence) from UTC.
I have developed or adapted some Lean, Six Sigma and change management materials and trained GB , BB and Lean Specialist in English and French (Multicultural associates).
Trainer certification number: 0052402
More than 20 kaizen events per year and some Six sigma projects with direct or indirect team.
More than 150 people trained and coached per year
Best Practice translation and benchmarking others companies. Excellent skills in animation and team leader.
Multi-skills Project Management: Excellent capabilities working with International teams with both strategic and tactical path.
121 contactsLead Continuous improvement program in all European Business Units. Deliver a value on continuous and discrete industrial processes.
From the discovery phase, define a road map to deliver value realization including change management.
Implement Continuous Improvement in each site and support them (Supply chain,manufacturing and maintenance)
on leading initiatives to achieve the requested savings and behavior change.
2008 - 2009Main responsibilities:
As a consultant in Canada I was in charge of many long term continuous improvement activities in administration, healthcare and aerospace.
Achieving Competitive Excellence from UTC (Pratt & Whitney) 6 month deployment in Brasil for Embraer.
Merck Pharma in India, Uruguay and Indonesia 9 months contract.
Major achievements on Lean
Hospital: 50 % lead time less, U Cell, standard work,new lay out, Quick Change over. FTE Workload management.
Administration: Lean product creation process, mistake proofing, Heijunka on inside sales, 50 % lead time reduction.
Aerospace: A.C.E from Pratt & Whitney deployment at Embraer in Brazil: Change management, Achieving Competitive Excellence deployment: 10 cells activities have been launched and 20 people trained and coached on A.C.E. Key Peformance Indicators in place.
Maintenance workflow improvement by 15 % in Wrench time
Major achievements on Six Sigma
Supply chain & Scheduling:
Raw material supply optimization: 2 months lead time reduction with the creation of a specific business unit for small quantities but high value of product through Canada.
Raw material delivery management in Pharma: $1,5MM saving per year in Asia.
Product rationalization and scheduling: $1 MM per year in Asia
1997 - 2007Projects and Lean Six Sigma Manager for 10 sites located in
UK,Luxembourg,Netherlands,France,South – Africa,Turkey,Germany
Mission:
After 2 years assignment in France to deploy the Lean and six sigma methodology as a prototype trough new equipments implementation and product start-up on leading 10 associates, Budget = 1 million Euros
I have been asked to drive continuous improvement program across 10 sites on reporting to the Business Process Improvement Director.
Identify projects and appropriate leaders to maximize continuous improvement efforts, lead, coach and mentor associates in team projects (Manufacturing, services, cross functional and cross culture)
Global achievements
60 % of projects are related to Lean and 40 % to Six Sigma.
€ 8 MM tangible saving for all 10 global corporate factories in 2005 and € 9 MM in 2006
I have created 10 Continuous improvement Business team in factories.
Management: 10 Business Team Leaders
Major achievements on Lean
Lead time reduction by sequenced pull system and Quick change over improvement =10 %
Kanban, Process Flow simplification (25 % reduction on working process in 2 years)
Lead time improvement on new truck tires development process “PDP” implementation: Saving= 1 year
Leadership and team daily management system to sustain activities
Coaching 10 Continuous improvement managers located in the 10 Factories
Major achievements on Six Sigma
Scrap and downstream reduction by 2 % € 500.000
Six sigma projects on aviation re-treading curing area to reduce scraps by 3 %
DOE used to find new curing specification. Saving excepted is € 500.000
Six sigma projects on ply component to meet the customer specification: DOE
Back-orders with committed definition and rules on delivery management: Tangible saving = € 600 000
Downstream improvement with control phase with right definition and rules: Tangible saving=€300 000
Tires delivery management on Truck to keep the right quality up to the customers: €150000
Participate on the ISO certification
Standardization, Equipment alignment, SPC, Uptime = € 500 000
Final inspection on manufacturing standardization = 100 000 €
Direct contact with customers and some cars manufacturers during six sigma projects
1995 - 1997Mission: New truck brake pads industrialisation from customer’s definition to product acceptances.
Management: 12 associates, Budget: 2 million Euros
Major achievements
Direct contacts with customers like Ford, Renault, Peugeot, VW, and Volvo
Equipment installation and start-up -Set-up reduction, Preventive maintenance-Standard work
Participate on the ISO certification on Process and Development area
Major achievements on Six Sigma
Downstream reduction -FMEA-SIPOC and SPC
Design of experience: Break pad curing cycle optimization- test lab for break pad and press adjustments
1985 - 199490 - 94: Process & Manufacturing Engineer: 12 associates
85 - 89: Industrialisation & Maintenance leader: Managing 8 associates
