Sylvain Gillmeth

General manager of JJA (Shanghai) Business consulting Co. Ltd. Supporting JJA SA (mother company) on its Asian supplier panel management (more than 1000 factories, manufacturing over 15,000 different products), by providing supply chain consulting services around three core activities: - Purchasing: Establish purchasing strategy according to each product families’ specificities. Offer supplier panel analysis (in-house process mastering level, process capacity, localization, etc.), and offer the related panel rationalization tactics. Provide product Cost Break Down analysis and suggest complete cost optimization. Define Purchasing contract terms, prices negociations. Source new suppliers, open new production areas. - Procurement: Establish products segmentation and suggest the most competitive (availability vs cost) procurement plan for each segment. Offer supplier factories concrete supply chain analysis (Lead-time breakdown analysis, capacity analysis vs seasonality, MOQ constraint origin, VSM, etc.) and suggest win-win improvement tactics with suppliers’ teams. Ensure on time deliveries by close management of supplier panel activities. - Quality & New product Indus: Perform customers’ feedback review, and propose related actions plans (including problem root cause analysis, correctives action definition) to improve perceived quality level of JJA products. Provide suppliers team coaching sessions during industrialization steps (trial run, pilot run, 1st order) to make sure final product are fully in line with technical specifications.

Manage a factory of 90 people assembling over 100,000 bikes per year. Main missions: - Ensure safety of the teams, of the goods, of environment according to local regulation: safety, social, fiscal, environmental. - Select, coach, develop and involve the team in company project: Project writing, 5 years scope human organization piloting, recruitment, mission assignement, career plan management, employability management, competencies development. - Ensure factory performance: implementation and daily follow-up of factory main KPI, corrective action plan management when KPI not reached, ensure factory production system standards are followed, identify and pilot all the needed investment for the factory to improve, continous improvement workshop (VSM, SMED, golden ideas, etc.) management. - Pilot and ensure the economical figures of the plant: build a profitable 10 years economical forecast, define and secure yearly budget commitment. Ensure and optimize the manufacturing cost. Measure each model profitability. Pilot stock level and related depreciation.

Create and Develop a training/coaching system to increase Oxylane Chinese Production Leaders efficiency and autonomy on supply skills (production capacity improvement, leadtime reduction, line balance, etc.), quality skills (quality assurance system, capability study, control plan, problem resolution tool: 5M, 5 why,etc.) and industrialization skills (schedule management, trial/pilot run management, corrective actions loops, etc.).

Trained and coached local Decathlon SA staff on Quality and Industrial skills in Oxylane north Asia production offices of Tianjin, Qingdao, Suzhou, Shenzhen and Taichung. Ensured the manufacturing quality output level and social compliance of Decathlon SA Chinese sub-contractors (by auditing factories, implementing corrective, preventive actions).

Provided analysis and implementing countermeasures for Yaris2 model (Toyota Yaris) in-house and field quality concerns related to vehicle electrical function components (wire harnesses, starter, alternator, battery, Airbag sensors and ECU, Engine ECU, A/C system, engine cooling system, wiping system, Audio, Smart entry/start, IG key) and fire hazards in order to minimize impact on final customer. Also leader of the “Conformity Of Production” (European Regulations items) activity.

Supported Yaris2 model parts new packagings introduction. Lead the development and the mass production of 78 specific steel rack projects (big parts packagings) in relationship with 14 packaging suppliers and 27 parts suppliers to optimize logistic volume, parts quality during transport, ergonomy, members safety, future packaging maintenance costs and initial investment.