Brahim DEHMANI, E-MBA

- Management of the 2 Tunisian sites in compliance with corporate policies and local regulations. - Full P&L ownership with development of business growth initiatives and overseeing day-to-day sites operations, key investments and cost containment projects. - Establishment of a new leadership style enhancing transparency, teamwork approach, employee empowerment and cross-departmental efficient communication-> High performing on-site management team - Implementation of a quality improvement program for relevant quality system and sustainable production quality -> -45% of customer complaints & -20% of production scrap cost. - Development of the local process engineering team capabilities and enhancement of its effective participation in new projects and transfers at advanced level. - Improvement of production cost efficiency (-20%) -> better site attractiveness with lowest production hourly cost rate within Huber+Suhner group. - Development of advanced flexibility level for more agility and lower delivery lead-time Increase of site capacity (+30%) to fulfil increased customer demand including the implementation of new operational training concept for optimum ramp-up -> National HR award for 2 years in row 2022 & 2023. - Site layout & warehouse transformation to support the group footprint strategy including the handover to Tunisia site of advanced supply chain tasks

- Overseeing and coordinating activities of an industrial plant operating for the largest automotive EOMs: Ford, GM, Daimler, VW, … - Responsible for full P&L, definition of the plant’s policy, its strategic plan, its operational budget and associated investment plans. - Implementing and maintaining a safe working environment, in accordance with the regulations, the company's policy, its internal procedures and its commitments to its external stakeholders. - Organizational restructuring, social environment improving by sharing a trustful relationship and developing a well-trained and motivated staff through the assessment of acquired skills and their alignment with the planned growth needs. - Review of the customer quality approach for a customer-centric company with effective proactive communication: -65% of customer complaints & -60% of associated debit notes and warranty costs… - Site certification by Ford (Q1), BMW (VDA6.3-A), Jaguar & VW and transition to the new versions IATF 16949 and ISO14001. - Development of new staff skills in process design & engineering making possible the transfer of highly automated processes from the German site to the Tunisian site. - Reorganization of the production system, development of manufacturing excellence across all functions and implementation of an integrated efficiency monitoring system: productivity, quality, cost, OTD, flexibility (+ 25% of productivity, -50% of COPQ & 98% of customer OTD…). - Migration from the old ERP (AS400) to the new one (QAD 2.0). - Logistic reorganization and development of a supply chain process allowing significant decrease of the inventory value (-25%), raw material shortages, premium freight use and obsolescence cost. - Development of local suppliers in plastic injection and electronics with optimized purchasing prices and at a reduced lead time. - Development of carriers for both ocean freight and airfreight with competitive costs and quality - Management of the new site extension

- Coordination, management and monitoring of operational departments: production, methods & industrialization, quality, logistic, purchasing and maintenance. - Definition of the main thrusts of the production policy in conjunction with support departments and in line with the overall strategy of the company. - Definition of industrial investments decisions, preparation and controlling operational budgets. - Optimization of information flows, and development of synergies between departments. - Organizing and running optimum day-to-day operations including all supply and product purchases, subcontracting activities, incoming inventory, storage operations and finish good shipments. - Reporting to senior management operational results

Definition and deployment of industrial policy of the company. Management of technical departments with the development of process engineering skills and the restructuring of production, quality and maintenance approach. Development of technical know-How of the company through the integration of new technologies and development of new processes/activities: Harnesses assembly, winding, over-molding... Management of technical and financial aspects of industrial projects by reviewing their feasibility, performing their risk analysis, checking all eventual hidden costs and assessing their ROI. Overseeing Industrialization including functional analysis studies, processes design, RFQ elaboration, quotations analysis, technical receptions and qualifications, processes implementations... Supervision of elaboration and administration of PFMEA studies, quality control plans, work and quality inspection instructions. Optimization and validation of products routings: flow studies, lean manufacturing… Advising and supporting the commercial team on technical issues arising from new activities/projects… Identification and development of qualified sub-contractors and/or suppliers. Ensuring positive interaction with other associated departments and development of inter departmental processes. Providing relevant reporting, as deemed necessary by management.

Management of production department with the implementation of an ERP (SAGE ADONIX X3). Development and implementation of the company production system standards. Monitoring all production activities to ensure on time deliveries, quality compliance to customer requirements and products specifications. Definition and monitoring of production performance metrics: Number of customer complaints, external and internal PPM, production scrap cost, productivity rate… Coaching productions supervisors on process improvement and supporting them continuously for developing and improving production human resources performance. Supervision of problem-solving activities and leading periodic meetings to analyse KPIs, expected and unexpected production issues and to identify appropriate associated corrective and preventive actions. Supervision of production lines capacities’ analysis Ensuring that health and safety guidelines are followed and encouraging a culture of one team. Ensuring proactive communication with departments related to production: commercial, methods, maintenance, logistics… Providing monthly reports to senior management about production performances.

Monitoring and managing production processes and associated teams Implementation of a quality system certified ISO 9002 In charge of investment decisions Supervision of logistic aspects Management of the corrective and preventive maintenance