Younès B.

Leading transformation projects for organizations (work flexibility, organizational innovation), operational excellence (operations management, factory turnaround...), and new forms of healthcare organization in relaxed territories (hospital of tomorrow...).

Examples of missions carried out:

Seed company: Transformation of the supply chain department (scope of 30 employees) for Demand, Supply Planning, Transport, and Master Data Management processes.

Business Services: Diagnosis of Supply Chain and Operations processes (customer equipment maintenance).

Rail: Implementation of Obeya for projects related to the renovation of stations in Ile de France.

Infrastructure: Value Stream Mapping approach for CAPEX projects (approximately 200 million per year) across multiple services (Finance, Commerce, Operations, Supply, R&D...).

Laboratory: Data/AI Diagnosis.

Agri-food industry:

Optimization of planning and scheduling processes for 6 factories and 3 Business Units: standardization, tooling, implementation of inter-departmental coordination rituals, make-to-stock approach supported by a custom-built decision support tool on Python in SaaS mode.

ROI: over 4 million euros in recurring annual gains generated by increased service levels, reduced surplus, and fewer customer penalties.

Energy: International benchmark on remote work practices

- Analysis of remote work practices in 23 countries (legal, cultural, and technological maturity)

- Recommendations for the deployment of a group standard

Agri-food: Turnaround of a factory in a multicultural environment (Germany/Netherlands):

- Redesign of the planning process as part of a production plant turnaround: +40% increase in production volumes in 3 months and a shift from 60% to 99% service level.

Member of the management committee - Management and organization of teams responsible for the physical and information flow of patient circuits in outpatient consultations, day hospitalization, week, or full hospitalization (30 FTE administrative staff) and steering the evolution of the digital patient record.

Project examples:

- Reorganization of an outpatient consultation department: optimization of medical appointments (20 specialties, 30 practitioners...), reduction of appointment waiting times, review of patient flows, ensuring the reliability of front and back-office processes (reception, secretarial, billing...).

- Reorganization of processes for a home enteral nutrition service to improve patient order service levels: procurement, storage, and delivery.

Leading operations transformation projects in the agri-food, pharmaceutical, assembly, steel, and banking sectors: operational diagnosis, scoping, support in defining action plans, training, steering committee facilitation, change management, lessons learned...

Client relationship management and commercial proposal preparation. Responsible for digital watch and innovation.

Examples of missions carried out:

Agri-food:

- Implementation of a constraint-driven production planning tool: 30% reduction in material waste and an increase in customer satisfaction from 80% to 90%.

- Equipment standardization project in two workshops: +10% OEE in 3 months.

- Maintenance diagnosis and action plan recommendations: more than 20% reduction in maintenance budget.

- Deployment of performance management at the production line: reduced decision-making time and faster reporting of production issues/anomalies - involvement of sector managers in team management).

Pharmaceutical:

- Lean deployment on the production site - SMED performance improvement projects, CEDAC responsibility projects, Warehouse VSM projects, Performance management through visual tools from the shop floor to the steering committee: +6% productivity in direct labor annually and an increase in customer service level from 70% to 90%.

- Management of the reduction of changeover times on 3 packaging lines: -40% on changeover times (+400 production hours gained annually and a 5% productivity gain).

Assembly:

- Redesign of the plant's Supply Chain processes (Pull system, procurement management, visual management, problem-solving, DDMRP, 5S...): 30% reduction in component stock in 1 year through better demand management and an increase in delivery rate from 85% to 94%.