Kévin P.

As part of the tender for the replacement of primary elbows (900MW outside RGV), Onet asked me to plan the documentary deliverables required to win the contract.

Among these deliverables, a project schedule is expected to provide visibility on the activities to be carried out to qualify for site interventions.

Furthermore, the contract leads to a project including studies and process qualifications before interventions, for which a project schedule is established to manage all activities.

These deliverables also include intervention schedules for each scenario considered by the client.

Esterline Advanced Sensor is a supplier of pressure sensors and temperature probes, mainly for aeronautics engine manufacturers.

The business is growing rapidly in the new programs sector. However, the staff is reduced for various reasons of project manager departures (career change, transfer, retirement, ...).

To cope with this growth, it was necessary to centralize the manufacturing follow-up activities for the three major ongoing programs.

My mission was to manage the manufacturing of several prototype programs. My activities included tracking critical supplies, managing R&D documentation, planning and prioritizing activities in production workshops, quality control, and shipping of prototype parts.

SANOFI, a major player in the pharmaceutical industry, is based in Saint-Aubin-les-Elbeufs and produces active pharmaceutical ingredients such as vitamin B12, Pristina, Hydrocortisone...

One of the major challenges is to aim for maximum quality production for the health of the global population. To achieve this objective, production shutdowns are necessary to carry out new works and maintenance that ensure the production tool's quality performance.

My mission at SANOFI was to plan the New Works and maintenance of the production tool.

We divided the project portfolio management based on project budgets and their typologies (construction, process improvement, compliance, ...).

In parallel with this activity, I took charge of improving the planning department of the R&D office by implementing a process, performance indicators, and visual management of project progress.