Marion Smeyers

Leading the end-to-end Supply Chain and Production system for ATR, world leader Aircraft manufacturer for regional transportation * Responsible for Procurement department: strategy setting, managing contracts with Suppliers through the whole life cycle * Responsible for production system: Supply Chain and internal production * Leading around 350 people internally and managing a flow generating >1Billion$ Revenue * Member of the Executive Committee to ATR

Managing Operations for the new Final Assembly Line (FAL) of A320Family Aircaft: * Leading an Entry of Service (in 2023) for a brand new Final Assembly Line. Managing a team of currently 450 people, to become around 750 at full rate in 2025 * Managing an ambitious Ramp up to reach full rate in 2025 * Managing the industrialisation of a 2nd Final Assembly Line, with a target of Entry in Service in 2025 What is essential for me in this challenge: * Anticipating and preparing the industrial system for a successful ramp up * Creating a New generation FAL: performant, digital, innovative and human centered. I take at heart to build a modern industrial system with safety, ergonomy and well being at work at its center * I promote actively women in Industry & Operations in particular

Assist the Ceo in his daily job: * Anticipate on all activities in the Ceo’s day to ensure efficient use of his time * Coordinate briefings preparation and ensure the Ceo gets the right level of context and understanding ahead of meetings * Support teams to align content with expectations * Ensure Information flow is treated with the right level of importance and right level of reactivity * Anticipate conflicts and support stakeholder management Support the Ceo by providing feedbacks and insight from the different areas of the organisation: * Proactively maintain connection in a widespread network to seek for feedback across organisation, at every level of the company * Provide feedback and support the CEO self reflections Manage ad Hoc Deep dive on specific topics according to the Ceo needs

* Manage a multi-functional team responsible of Propulsion Modules AIT (Assembly, Integration & Test) : manufacturing engineering, propulsion test & launch services, integration operations, delivery Managers * Responsible to deliver On Time, On Cost, On quality all the Propulsion Modules. Around 5 modules delivered per year. * In charge to define & deploy of industrial strategy for the propulsion integration & Test: * Define and deploy industrial strategy to enable an effective Neo Propulsion module entry in production, targeting of 50% cost reduction, 30% lead time reduction – achieved 30% and 20% so far * In charge of defining and deploying CAPEX plan * Improvement Roadmap definition and deployment. HO Operations Spacecraft Production UK for Stevenage * I have lead a strong transformation of the plant, leading to an increased empowerment of teams, removing a layer in the organisation and ultimately a much better delivery performance * First level of operational escalation and decision making at plant level on behalf of HO Spacecraft Production UK * In charge to facilitate my peers community – in total 5 product groups in the plant * In charge to define governance & deploy standard processes across the plant

Production Control Manager for AIT plant in Stevenage * Production Control Team Management – around 15 people * Define and implemented a transformation to improve Production control performance

Represent Operations as Internal customer for A320 NEO new pylon industrialisation Plateau: * Drumbeat all plateau support functions: Supply Chain, manufacturing engineering, quality, methods Ensure processes and assembly line delivered to assemble the A320 NEO pylons are ready to: * Deliver on quality and on cost pylons * Reach ambitious ramp-up (first pylons in 2013 to 92 pylons per months in 2018) * Run regularly assembly line at full rate (Run@Rate) to validate plateau deliverables * Operations manager of A320 NEO pylon Assembly Line * Design and deployment of necessary management processes & governance (standard trainings and induction processes, standard job descriptions, Production Control Visual Management, 5s,... )

* Management of 2 Team Leaders and 70 operators in 2 shifts (60 Airbus employees, 10 temps) * Operational coordination of co-localised support functions * Ensure deliveries in a high pressure environment : On Time (100% OTD), On Quality : Q6 Deployment, On Cost (-3% man hour per year) * Change Management : from process line to product line organisation

Production Control & Accounting Team Management : around 15 people. 2 productions lines planning, scheduling and controlling : * 190 FTE - 450000 man hours produced per year - 90 M€ annual budget (RC & NRC) * Stock Coverage Reduction: -25 coverage days (-30%, 4 500 k€) – WIP reduction (1 000 k€, -10%) * Financial control management : Recurrent Cost & CAPEX planning, follow up and reporting

In charge of designing and implementing St Eloi plant Value Stream Mapping Future State, and Lean flows implementing.

Industrial efficiency improvement at Airbus Suppliers by implementing robust operation management processes, continuous improvement methodology, and Lean Manufacturing concepts Creation of an innovative method for the industrial assessment of our suppliers