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Operational Excellence Specialist in accelerating sustainable performance
Basile Zinis
,
Basingstoke, United Kingdom
Experience
Other titles
Skills
I'm offering
Basile is a multi-linguistic self-starter, enthusiastic & highly motivated Operational Excellence Specialist with the ambition and drive to always push for excellence at a personal & professional level and always ready to overcome all status quo situations. With more than 15 years of experience in the field, complemented by his multilingual skills & building long lasting relationships is a quality of his profile to drive performance & results, earn & show respect and always maintain the key focus to deliver both internal and external client projects expectations & service. Fully mobile across EMEA, speaking English, French, Greek, Swahili to native fluency with operational change delivery in Automotive, Aeronautics, Oil and Marine, Construction and Manufacturing
Markets
United States
United Kingdom
France
Germany
Denmark
Sweden
Industries
Language
English
Fluently
French
Fluently
Ready for
Ongoing relation / part-time
Full time contractor
Available
My experience
2015 - ?
freelance
SENIOR CONSULTANT
RENAULT.
UK
Managing and delivering projects for Renault-Nissan Alliance, internal as well as a variety of external partners & clients across a variety of industries to ensure Safety, People, Quality, Cost and Delivery targets are achieved.
➢ External Client: Gestamp (Tier 1 automotive supplier for metal component, €5bn, 17 sites)
1. Gestamp Hungary: Elimination of €1,000K monthly cost in a space of 12 months while ensuring
customer quality requirements:
• Implementation of a complete daily management system through KPI performance
monitoring,
• Coaching of all site's senior and middle level managers for effective daily management of the plant
• Deployment and implementation of Short Interval Control Centers
• Implementation of Bottleneck Management System to improve throughput
• Training & coaching of problem solving from top management to operator level to improve
problem solving effectiveness and sustainment
• Facilitation of various Kaizen events for bottlenecks and direct labour productivity
2. Gestamp Germany: Alignment of Plant performance to 2020 Strategic Plan (increase profitability)
• Project Management for delivery on time and in budget while respecting service level
agreement
• Reduction of 26 FTE within first 6 months of the project while maintaining service levels to customers,
• Coach plant Director and his direct reports to drive performance through data-driven
decision making and follow-up,
• Facilitate, support and coach in creating a performance driven strategy to all middle level
managers to drive OEE improvement,
• Facility OEE Kaizen events
• Implement a structured daily management methodology in 3 levels of management,
• Establish a strong, trustful and transparent relationship with CEO and Country Manager,
• Management of the consulting team in place
Confidential C
➢ External Client: Trelleborg Group (€2.5bn turnover, one of the largest manufacturers of industrial rubber products in the world, 127 sites over 40 countries)
• Development of future Plant Managers and Operations Directors of the group,
• Delivery of an action learning training of all Lean Disciplines of the Group's Production System to achieve business strategic KPIs in all plants (Europe, Asia, USA)
• Deployment of the Global Manufacturing Excellence (ME) Program, the program has as a purpose to
train and develop each manager's skills in the production system and implement all the tools at selected sites,
This includes:
• Project Management of 28 Performance Improvement Projects per year delivering €1,5M / Year,
• Managed already 6 ME Schools (15 managers / school / year),
• Train leadership skills to enable managers to deliver performance targets set by the group
at their sites and coach them to develop their own local teams,
• Provide consulting advice and regular 1-2-1 feedback to the Group's VP of ME for current & the future of ME, Insight on potential people, opportunities and improvement activities.
➢ External Client: Le Bélier (Tier 1 automotive supplier of moulded aluminium parts, €400M, 12 sites)
1. Perform Multi-site Industrial Diagnostic to identify the gap of lean manufacturing maturity,
2. Design and facilitate a Strategic workshop with all plant managers & the CEO using as key input the industrial diagnostic:
• Define top level initiatives to revive the Production System,
• Define key milestones to deploy the production system
• Define actions to develop local structures (at each site) to drive production system
effectiveness,
• Develop a harmonized maturity assessment system
➢ Client: Renault, (Duration: 12 months)
1. Delivery of Renault's Strategic Initiative to introduce a Nissan Production for the first time to the Renault Flagship Plant in Paris, (Duration: 12 months)
Operations Results Achieved: 50% reduction of Quality defects, 7% OEE improvement and Lean Maturity level 3
• Responsible of the Operational Performance of an Assembly Workshop consisting of 280
employees, 1 Senior Production Manager, 3 Group Leader / Shift Managers, 6 Team
Leaders / Senior Supervisors and associated support functions,
• Coaching of Workshop Production Manager, his direct reports (Shift Managers, Senior supervisors) and when was needed the support function heads of the workshop in the application of Renault-Nissan Production System (APW) to achieve KPI results,
• Development of managerial skills of workshop's functional heads enabling them to achieve their objectives of the department,
• Delivery and facilitation of various Kaizen Events
2. Deployment & Implementation of QRQC (Quick Response Quality Control), a methodology of daily
quality performance management to promote breakthrough quality improvement in 3 distribution
centers of spare parts, each site employs about 1000 people, covers 150,000 m², manages on
average 1,000,000 lines or 150,000 orders per day.
• Coaching of each sites Senior Level Management Team,
• Training and coaching of problem-solving tool according to QRQC methodology,
• Stakeholder Management: Weekly / monthly progress review with HQ.
2
Confidential C
Managing and delivering projects for Renault-Nissan Alliance, internal as well as a variety of external partners & clients across a variety of industries to ensure Safety, People, Quality, Cost and Delivery targets are achieved.
➢ External Client: Gestamp (Tier 1 automotive supplier for metal component, €5bn, 17 sites)
1. Gestamp Hungary: Elimination of €1,000K monthly cost in a space of 12 months while ensuring
customer quality requirements:
• Implementation of a complete daily management system through KPI performance
monitoring,
• Coaching of all site's senior and middle level managers for effective daily management of the plant
• Deployment and implementation of Short Interval Control Centers
• Implementation of Bottleneck Management System to improve throughput
• Training & coaching of problem solving from top management to operator level to improve
problem solving effectiveness and sustainment
• Facilitation of various Kaizen events for bottlenecks and direct labour productivity
2. Gestamp Germany: Alignment of Plant performance to 2020 Strategic Plan (increase profitability)
• Project Management for delivery on time and in budget while respecting service level
agreement
• Reduction of 26 FTE within first 6 months of the project while maintaining service levels to customers,
• Coach plant Director and his direct reports to drive performance through data-driven
decision making and follow-up,
• Facilitate, support and coach in creating a performance driven strategy to all middle level
managers to drive OEE improvement,
• Facility OEE Kaizen events
• Implement a structured daily management methodology in 3 levels of management,
• Establish a strong, trustful and transparent relationship with CEO and Country Manager,
• Management of the consulting team in place
Confidential C
➢ External Client: Trelleborg Group (€2.5bn turnover, one of the largest manufacturers of industrial rubber products in the world, 127 sites over 40 countries)
• Development of future Plant Managers and Operations Directors of the group,
• Delivery of an action learning training of all Lean Disciplines of the Group's Production System to achieve business strategic KPIs in all plants (Europe, Asia, USA)
• Deployment of the Global Manufacturing Excellence (ME) Program, the program has as a purpose to
train and develop each manager's skills in the production system and implement all the tools at selected sites,
This includes:
• Project Management of 28 Performance Improvement Projects per year delivering €1,5M / Year,
• Managed already 6 ME Schools (15 managers / school / year),
• Train leadership skills to enable managers to deliver performance targets set by the group
at their sites and coach them to develop their own local teams,
• Provide consulting advice and regular 1-2-1 feedback to the Group's VP of ME for current & the future of ME, Insight on potential people, opportunities and improvement activities.
➢ External Client: Le Bélier (Tier 1 automotive supplier of moulded aluminium parts, €400M, 12 sites)
1. Perform Multi-site Industrial Diagnostic to identify the gap of lean manufacturing maturity,
2. Design and facilitate a Strategic workshop with all plant managers & the CEO using as key input the industrial diagnostic:
• Define top level initiatives to revive the Production System,
• Define key milestones to deploy the production system
• Define actions to develop local structures (at each site) to drive production system
effectiveness,
• Develop a harmonized maturity assessment system
➢ Client: Renault, (Duration: 12 months)
1. Delivery of Renault's Strategic Initiative to introduce a Nissan Production for the first time to the Renault Flagship Plant in Paris, (Duration: 12 months)
Operations Results Achieved: 50% reduction of Quality defects, 7% OEE improvement and Lean Maturity level 3
• Responsible of the Operational Performance of an Assembly Workshop consisting of 280
employees, 1 Senior Production Manager, 3 Group Leader / Shift Managers, 6 Team
Leaders / Senior Supervisors and associated support functions,
• Coaching of Workshop Production Manager, his direct reports (Shift Managers, Senior supervisors) and when was needed the support function heads of the workshop in the application of Renault-Nissan Production System (APW) to achieve KPI results,
• Development of managerial skills of workshop's functional heads enabling them to achieve their objectives of the department,
• Delivery and facilitation of various Kaizen Events
2. Deployment & Implementation of QRQC (Quick Response Quality Control), a methodology of daily
quality performance management to promote breakthrough quality improvement in 3 distribution
centers of spare parts, each site employs about 1000 people, covers 150,000 m², manages on
average 1,000,000 lines or 150,000 orders per day.
• Coaching of each sites Senior Level Management Team,
• Training and coaching of problem-solving tool according to QRQC methodology,
• Stakeholder Management: Weekly / monthly progress review with HQ.
2
Confidential C
Production, Support, Safety, Monitoring, KPI, Development, Ceo, Coach, Assessment, Implementation, Workshop, USA, Kaizen, Manager, ME, Asia, UP, Design, Lean Manufacturing, Service, Management, Consulting, Leadership, Lean, Performance Management, Stakeholder Management, C, Deployment, Training, Budget, Operations, Coaching, Project Management
2013 - 2015
job
MULTI-SITE CONTINUOUS IMROVEMENT MANAGER, KERRY FOOD, UK
Kerry Foods Production System.
Responsible for the implementation and application of Kerry Foods Production System (KPS) in 2 sites of approximately 500 employees with automated and manual processes.
Key duties included:
➢ Lead and coach the sites' Senior Management Team (SMT) in the Daily Operation Meeting, 1-2-1
training of SMT in lean manufacturing tools and KPS elements,
➢ Perform maturity assessments to understand the gaps leading to Level 5 True Lean,
➢ Train, deploy, implement and on the shop floor coaching of KPS tools and elements,
➢ PMO duties: Management of all budgeted projects contributing to the Group performance,
➢ Restructuring and implementation of new operating model within 36 months,
➢ Leading monthly reviews with key stakeholders (BU MD, Head of Operations, Plant managers and Group KPS Lead) on:
• Production system status,
• New operating model
• Maturity assessment progress review
• Budgeted projects status
Key Results:
➢ Reduction of Accident Incident Rate from 21% to 3 and Lost Time Accident from 48% to 5% with
5S,
➢ 28% Increase in Productivity with Standardization,
➢ 21% Equipment efficiency improvement, £1,1M waste reduction, £1,4M labour improvement
(Direct & Indirect), £750K in Changeovers with the use of 8 Step Practical Problem Solving (PPS)
➢ 33% Improvement in Customer Complaint Rate by reducing the Complain Per Million Unit KPI,
➢ £600K savings from various kaizen events
Key duties included:
➢ Lead and coach the sites' Senior Management Team (SMT) in the Daily Operation Meeting, 1-2-1
training of SMT in lean manufacturing tools and KPS elements,
➢ Perform maturity assessments to understand the gaps leading to Level 5 True Lean,
➢ Train, deploy, implement and on the shop floor coaching of KPS tools and elements,
➢ PMO duties: Management of all budgeted projects contributing to the Group performance,
➢ Restructuring and implementation of new operating model within 36 months,
➢ Leading monthly reviews with key stakeholders (BU MD, Head of Operations, Plant managers and Group KPS Lead) on:
• Production system status,
• New operating model
• Maturity assessment progress review
• Budgeted projects status
Key Results:
➢ Reduction of Accident Incident Rate from 21% to 3 and Lost Time Accident from 48% to 5% with
5S,
➢ 28% Increase in Productivity with Standardization,
➢ 21% Equipment efficiency improvement, £1,1M waste reduction, £1,4M labour improvement
(Direct & Indirect), £750K in Changeovers with the use of 8 Step Practical Problem Solving (PPS)
➢ 33% Improvement in Customer Complaint Rate by reducing the Complain Per Million Unit KPI,
➢ £600K savings from various kaizen events
Coaching, Operations, Training, PMO, Lean, Management, Lean Manufacturing, Implementation, KPI, Coach, Assessment, Production, Kaizen, Processes, Manager
2012 - 2013
job
INTERIM IMPLEMENTATION MANAGER
PACO S.A.
GREECE
➢ Responsible for all new performance improvement budgeted projects,
➢ Facilitate Kaizen Events to drive OEE efficiency,
➢ Training and coaching site's SMT to sustain results though a performance operating management
system
➢ Responsible for all new performance improvement budgeted projects,
➢ Facilitate Kaizen Events to drive OEE efficiency,
➢ Training and coaching site's SMT to sustain results though a performance operating management
system
Coaching, Training, Management, Implementation, Kaizen, Interim, Manager
2008 - 2012
freelance
BUSINESS CONSULTANT & PROJECT MANAGER, BEDOR EXCEM
unknown.
GREECE
Managed and delivered end-to-end project by understanding clients' needs identified using Industrial
Diagnostics and tailoring the advisory and delivery approach to ensure agreed deliverables are achieved.
• Performed 16 Industrial diagnostics with 88% success rate
• Delivered 11 End to end projects.
Project: CHIPITA SA, (Manufacturing of Confectionery & Snacks, €800M, 17 sites)
3
Confidential C
➢ Scrap reduction: Target: 8%, Achieved: 8.2% (generating savings of £680K p.a.).
➢ Production efficiency: Was: 67%, End of Project: 88% (generating profits of £944K p.a.).
➢ Other improvements: Reduced time for machinery set up by 50%, improved capacity (kilos/hour)
by 44%, and reduced machine stoppage time by 19% (generating £1,15M p.a)
➢ Total savings: £2.77M.
➢ ROI: 4.23/1.
Managed and delivered end-to-end project by understanding clients' needs identified using Industrial
Diagnostics and tailoring the advisory and delivery approach to ensure agreed deliverables are achieved.
• Performed 16 Industrial diagnostics with 88% success rate
• Delivered 11 End to end projects.
Project: CHIPITA SA, (Manufacturing of Confectionery & Snacks, €800M, 17 sites)
3
Confidential C
➢ Scrap reduction: Target: 8%, Achieved: 8.2% (generating savings of £680K p.a.).
➢ Production efficiency: Was: 67%, End of Project: 88% (generating profits of £944K p.a.).
➢ Other improvements: Reduced time for machinery set up by 50%, improved capacity (kilos/hour)
by 44%, and reduced machine stoppage time by 19% (generating £1,15M p.a)
➢ Total savings: £2.77M.
➢ ROI: 4.23/1.
Project Manager, ROI, C, Production, Manager, UP
2007 - 2008
job
INVESTMENT MANAGER
CITIBANK INTERNATIONAL LTD.
GREECE
Manager
2007 - 2007
job
INSURANCE ADVISOR
ING GROUP.
GREECE
Insurance
2006 - 2006
job
SALES ADVISOR
BRITISH GAS.
UK
Sales
2005 - 2005
job
SALES ADVISOR, SCOTTISH & SOUTHERN ENERGY
unknown.
UK
Sales, Energy, Energy
My education
UNIVERSITY OF WESTMINSTER
Bachelors, INTERNATIONAL BUSINESS
Bachelors, INTERNATIONAL BUSINESS
DUDLEY COLLEGE OF TECHNOLOGY
N/a, French
N/a, French
DEREE COLLEGE ATHENS
N/a, N/a
N/a, N/a
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