Daniel JENTIL

Main responsibilities:
Continuous improvement deployment in services and healthcare
Developing material support, implementing solutions
Presenting key recommendations to our clients

Major achievements:
Healthcare Kaizen blitz at CHUQ Quebec hospital (90% lead time reduction)
Services-Administration kaizen events in construction and food facilities (50% lead time reduction)
Aerospace Continuous improvement deployment (A.C.E) at Embraer in Brazil
Coaching engineers on problem solving and quality

Sector: Consulting and Services

Mission: Assist Management to:
1. Implement the lean and six sigma methodology in a corporate continuous improvement program.
2. Identify projects and appropriate leaders to maximize continuous improvement efforts for the 10 sites I am in charge: UK, Luxembourg, Netherlands, France, South – Africa, Turkey.
3. Lead projects , coach and mentor associates in their team (Manufacturing and services)

Global achievements
60 % of projects are related to Lean and 40 % to Six Sigma.
€ 8 MM tangible saving for all 10 global corporate factories in 2005 and € 9 MM in 2006
I have created 10 Continuous improvement Business team in factories.

Management: 10 Business Team Leaders

Major achievements on Lean
• Lean implementation on starting with value stream mapping and finding the major projects to improve scraps level, customer value added activities, lead time, production control, management... More than 20 kaizen events and projects per year €400.000
• Pull system, work in process (1day less in 2 years), inventory, backorders:€ 600.000
• Lead time improvement on new truck tires development : Time saving= 1 year
• Quick Change over, Process Flow …
• Visual management and team daily management system implementation
• Coached 10 Continuous improvement managers located in the 10 Factories
• Total Time as a lean Trainer is around 500 hours in 1, 5 year


Major achievements on Six Sigma
• Scrap and downstream reduction by 2 % € 500.000
• Six sigma projects on curing area on re-treading aviation business to reduce scraps by 3 % DOE using to find new curing specification. Saving excepted is € 500.000
• Six sigma projects on ply component to meet the customer specification : DOE
• Implemented a real (truth) Backorders follow up with committed definition and rules on delivery management (transactional project): Tangible saving = € 600 000
• Implemented downstream follow-up with right definition and rules: Tangible saving=€300 000
• Tires delivery management on Truck to keep the right quality up to the customers:€150000

Sector: Cars - Motorbikes

Mission: Engineering and start-up new process up to industrialisation

Management: 12 associates

Major achievements
• Project manager for a new line of truck break pads introduction.
• Continuous improvement actions by using lean and six sigma methodology.
• Pull system implementation- Set-up reduction, Uptime, downstream and scarps improvement..
• Engineering design realisations.

Sector: Cars - Motorbikes

90 - 94: Process & Maintenance Manager: 12 associates
85 - 89: Industrialisation & Maintenance leader: Managing 8 associates

Sector: Chemical industries