BASILE ZINIS

Leader in manufactured metal part for all high-end automotive manufacturers with 125 sites worldwide

• Reporting to N. Europe Division CEO, leading a team of 6 C.I Managers and 14 C.I Technicians
• Conducted strategic assessments by site resulting in revitalized existing operational strategies for 6 manufacturing sites to deliver 25M euros by 2026 using TQM approach
• Introduced & Implemented Maturity assessments by site to facilitate the delivery of the 3Y Division’s Strategic Plan
• Deployed a division wide Level 1 & Level 2 Preventative Maintenance (only for Transfer Press Unit) to remove Saturday OT with expected annualized gains of 21M euros – 2 / 6 sites on target
• Deployed a division wide SMED initiative for all 3000T presses and above to reduce set-up time by 50% with expected annualized savings of 9M euros currently achieved 70% improvement
• Directed a Just-In-Time event to improve manufacturing lead-time by 35%, achieved 28% capacity free up, 50% lead-time reduction and 32% floor space reduction allowing to install new line and reduce logistics express deliveries by 750K euros
• Reorganized the division’s Meeting Governance to reflect world class best practice, freed up managers time by 35%
• Orchestrated IATF 2024 Certification for the Division.
• Improved overall efficiency with the introduction of agile methodologies and performance metrics.

• Leading and Directing the P&L of scoped responsibility delivering double digits in Gross Margin from 8.3% to 13.2%, across 2 sites of 300M euros business by applying Lean Manufacturing principles and techniques
• Managed financial resources with a focus on cost control, leading to significant savings without compromising service quality.
• Collaborated with a team of 72 Area Managers, supervisors and 650+ operators in the Stamping Business Area in 2 sites of 9 Value Streams and 55 presses to improve profitability
• Lead a drive to train all 650+ employees in rapid Kaizen events
• Achieved 89% buy-in and trained so far 58% of operators, even from entrenched union leadership who initially fought the program aggressively
• Implemented a facility-wide Level 1 & Level 2 Preventative Maintenance as part of TPM to eliminate reoccurring micro-stops across the Transfer Press Areas reducing micro stops down to 4% saving 2 shifts / weeks
• Trained and coached all 72 Area Managers in QRQC (Problem Solving methodology) enabling the business to avoid 2.5M euros fine in customer complaints from Mercedes
• Accountable for End-to-end Supply Chain, customer interface
• Ensure successful launch into serial production of new project for INEOS, Tesla & VW battery box, Porsche side panels
• In the first 12 months in position eliminated weekend overtime and increased efficiency by 25% on all VW projects within my responsibility
• Orchestrated all ground and preparatory work for IATF Annual Certification
• Closed 3 long standing customer technical reviews in 12 months.

Specialist in Operations consulting company that focuses in bespoke and tailor-made solution for clients

Project 1: Client: Gestamp Germany, Scope: Reduce Quality Complains & Scrap

• At initiation Scrap was 55%
• At the end of project scrap was below 5%
• Cost avoidance achieved: €1.7M in 10 months

Project 2: Tier 1 automotive supplier based in USA (client requested to stay anonymous)

• Re-layout the factory’s process to reduce manufacturing lead-time from 125days to 5 days achieving $3.2M allowing the site to invest in a new business.
• Collaborated with cross-functional teams to achieve project goals on time and within budget.
• Improved customer satisfaction rates through proactive problem-solving and efficient complaint resolution.
• Developed strong client relationships through consistent communication and attentive service.
• Attended training programs to deepen professional skillset and assisted in training fellow store associates on existing and new training programs.

Business improvement company for automotive sector; consulting arm of the Renault & Nissan Alliance

• Mentored junior consultants, helping them enhance their skills and contribute more effectively to projects.
• Prioritized projects and project tasks depending upon key milestones and deadline dates.
• Managed a portfolio of projects including partners and clients in diverse industries to meet or exceed Safety, People, Quality, Cost and Delivery targets
• Deploying the global Manufacturing Excellence (ME) program for Trelleborg Group; coached 56 projects annually delivering €3M+ pa; managed C level stakeholders; advised on future ME opportunities at group level; oversaw ME deployments at sites in 4 continents and trained more that 220 middle and senior level managers
• Project managing a Nissan Europe Policy Deployment project, designing and delivering workshops on the methodology and coordinating with Nissan Europe CEO Office; running workshops across Europe and Russia in anticipation for preparing AOP (Annual Operating Plan)
• Aligning Plant Performance for Gestamp Germany to 2020 Strategic Plan, expanding profitability in line with SLA, and reducing 26 FTE within first 8 months
• Multi-site Industrial Diagnostics for supplier Le Bélier; identifying Lean manufacturing maturity gaps at 12 sites, developing/harmonizing maturity assessment system, and designing and facilitating a Strategic workshop for managers and CEO
• Delivering a Renault strategic initiative to rollout Nissan production for the first time at a flagship plant in Paris; reduced quality defects by 50% with 7% OEE improvement
• Deploying QRQC (Quick Response Quality Control) methodology in three spare parts distribution centers processing over 150,000 orders daily
• Driving strategic Renault workshop initiative in Morocco to identify opportunities to improve Gross Margin by 1.8% affecting 500,000 produced vehicles by 2021.
• Built strong relationships with clients through consistent communication and proactive problem-solving efforts.
• Increased client satisfaction by providing tailored consulting services and effective problem-solving strategies.
• Implemented data-driven approaches for assessing project success, continuously refining processes based on insights gained over time.

Leaders in global food ingredients, with over 25,000 employees and annual revenue of €6,607M (2018)

• Managed change effectively through clear communication channels, promoting buy-in and support from stakeholders at all levels of the organization.
• Led 5S initiatives to maintain a clean, organized work environment for increased productivity.
• Standardized work instructions across multiple departments, ensuring consistent application of best practices throughout the organization.
• Implemented the innovative Kerry Foods Production System (KPS) at four sites with automated and manual processes
• Performed key PMO duties such as managing all projects contributing to Group performance, coached 35+ managers in KPS tools methodology
• Embracing extra responsibility when managing a team of consultants on projects, while conducting various Factory Managers’ duties
• Led and coached the site’s Senior Management team in the Daily Management (Daily Kanri), with 1-2-1 training on Lean manufacturing tools and KPS elements
• Oversaw monthly stakeholder reviews on Production system maturity status, operating model, projects’ status and skills development progress
• Progressed to Level 4 True Lean, restructuring, and implementing new operating model within a tight time schedule of just 22 months
• Attained reductions in Waste (£1,1M), Accident Incident Rate (21% to 3%) and Lost Time Incidents (LTIs) from 48% to 5% with 5S & Standard Work
• Additionally, generated a 33% improvement in Customer Complaint Rate as well as savings of £600K via the introduction of Kaizen events.

A paper processing business manufacturing and other paper products

• Created detailed project plans outlining scope, timeline, resources, and deliverables, ensuring all stakeholders were aligned with expectations.
• Collaborated with cross-functional teams to ensure successful project outcomes, fostering strong relationships within the organization.
• Presented project updates to senior leadership, highlighting successes and addressing challenges with proposed solutions, ensuring ongoing support for the implementation team''s efforts.
• Managed multiple simultaneous implementations with minimal supervision, demonstrating strong organizational skills and adaptability.
• Facilitated numerous Kaizen events to drive OEE efficiency, with responsibility for all new performance improvement budgeted projects
• Trained and coached site’s Senior Management team to sustain results though a performance operating management system.

Experts in re-engineering and cost management, helping companies improve profitability and market position

• Managed end-to-end projects, using Industrial Diagnostics and tailoring the advisory and delivery approach to achieve agreed deliverables
• Co-ordinated and delivered 11 mission critical projects, performing a total of 16 Industrial diagnostics with a success rate of 88%
• Spearheaded CHIPITA SA (Manufacturing of Confectionery and Snacks) €800M initiative across 17 sites providing savings of £2.77M with 4.23/1 RoI.
• Evaluated existing business models, identifying areas of improvement to increase revenue generation potential.
• Managed diverse project teams effectively, fostering collaboration across departments toward achieving shared goals.
• Developed new proposals, contracts and procedures to draw in more clients and streamline work operations.
• Crafted persuasive proposals that secured high-value projects from both new and existing clients.