Ronan BOLE

• Hold full responsibility for operations, process, quality, costs, logistics, HR within 150,000 sq. ft. plant with workforce of 520 across 3 business units,
• Started New Plant by transferring operations from historical factory to new building (2009),
• In charge of New Plant industrial unit lay out, facilities & operations revamping
• Oversaw full budgeting responsibilities within monthly P/L review,
• Turned around mindset to implement and sustain Valeo Production System best practices,
• Ensured compliance with EHS local & Group regulations,
• Achieved single digit PPM customer return (6-month in a row)
• Improved plant gross margin by 7pt & reduced Inventory by 34%.

• Supervised staff of 70 & activities including S&OP, transportation, warehousing & stock control, customer service, ‘build-to-order’ visual internal flows, raw material supply,
• Established manufacturing plans for 2 factories (production, capacity, inventory plans), sales plans (forecasting, booking, shipment), sourcing plans (raw material),
• Switched from make to inventory to make to demand overall system,
• Designed Logistics QRQC (Quick Response Quality Control - Group benchmark),
• Enlarged the low cost procurement (from 31% to 44% in raw material value),
• Eliminated past due by increasing on-time deliveries rating from 83% to 99.2%, increased throughput by 42% to reach Inventory at 3% of Annual Sales.

• Oversaw broad scope responsibility that included P/L accountability, business development, sales forecasting, operations, staffing, budgeting,
• Spearheaded implementation of MRP2 (ERP-Silver Prod) through a 9-month project,
• Established standard cost, lead time, products structure, routers, unit of measure and order policy for all purchased items,
• Full implementation of 5S concept, TPM & SMED through workshops & standards set up,
• Completed Audit 16949.

• Led 230 people via 2 plants for manufacturing, TPM, Process & Method,
• Shop floor lay out modeling to move towards cellular/lean manufacturing for Nantiat Plant (€2.6 millions – 18 months),
• Launched Hoshin, Value Stream Mapping, Kaizen Continuous Improvement workshops,
• Generalized Group Safety policy and reduced drastically short term absenteeism,
• Reduced manufacturing costs 23% (workforce, expenses) by improving Quality (Managers on Genba at first defect) & Process re-engineering.

• Coordinated teams in product design, tooling definition, process engineering, raw material purchasing & quality for OEM-Engine total sealing solutions in automotive,
• In charge of Ford Europe (+Asian projects), GM Europe, Renault,
• Managed products from quotes to mass production launch +6 months by RFQs & End of timely submissions,
• Ensured Quality standards PPAP/APQP, clients expectations,
• Analyzed production revenues,
• Bridged client/company interests in the early steps of Future Engine Design.