RONNY MAES Site Operations Manager

Department 264 people – 330kt production volume - report to site General Manager.

Main mission : elabore and implement operations strategy included transformation program required to sustain profitablility of the business through departments like production, maintenance, internal logistic and shipment.

• Execution of restructuring plan 50M€ EBIT effect supported by staff cost reduction (20M€) and operational efficiency (14M€).
• Elaboration and execution of CAPEX program based on machines upgrade and automation projects to optimize staff cost (- 7 people – 800k€ yearly positive effect) and to increase productivity of production lines (+ 1.4% ). Projects budget : 3 M€.
• Implement CAPEX maintenance program (24m€).
• Lean project deployment - streamline production + 7% productivity means + 24 tons/shift ( without any cost!)

Department 85 people – 145kt production volume – report to site Operations Director.

Main mission : managment of production, process, maintenance, internal logistic plus shipment activities of new quenching and tempering production unit (more than 120 M€ investment).

• Implement foundations to sustain production growth of new branded products to deliver all around the world operators. As example, people training and development, process optimization to deliver products with mechanical properties required by customers.
• Based on operations efficiency, adapt the organization from 15 to 21 shift to achieve strategics sales targets and at the same optimize industrial cost through personnel cost reduction and energy saving.
• To improve customer service (42% to 65%), elaborate and implement production management system to optimize stock management, sample management and production planning efficiency.
• Lean manufacturing - streamline production + 17% without any cost!
• To improve and stabilize product quality, develop with quality department the strategy to do compromise between test (product sample management (plus de sample et tout doucement les limiter )
• Improve working ratio (35% to 80%) by implementation of Computerized Maintenance Management System, preventive maintenance plan, total productive maintenance and people training program.

Department 23 people – report to Manager of quenching and tempering unit.

Main mission : support commissioning of new QT production unit.

• Collaborate with OEMs and support automation and maintenance development during commissioning of furnaces, levelers, plasma, cut hydraulic shears, painting lines
• Develop standard operating procedures as baseline to develop efficiency in term of safety, quality, process and maintenance .

Department 82 people – report to General Manager.

Main mission : management of operations dispatched on two plant.

• Improve collaboration between production sites as well between production and maintenance teams.
• Share best practices and lessons learned.
• Start deployment of lean manufacturing.

Department 31 people – report to Manager of cold rolling mill.

Main mission : reliability of production lines and team management.

• Cold rolling mill working ratio improvement from 72% to 85%.
• Based on previous positive result, successively promoted as maintenance responsible of pickling line and skin-pass areas.
• Revamp grinding machine and implement severals automation and technicals projects to improve working ratio.
• Recommended modifications to improve system efficiency and reduce energy consumption.
• Prioritised tasks efficiently under high pressure situations, ensuring deadlines met without compromising on quality of work delivered.
• Conducted routine inspections for potential safety hazards.
• Executed preventive maintenance schedules to increase equipment longevity.