Pierre-Emmanuel Pazdej

Regional Business Unit Director – Responsibility over 5 plants in Czech Republic, Slovakia and Romania; Manufacturing of Instrument panels and Door panels; Sales: 500M€/ year; Headcount: 3000 employees;
Main challenges:
• Execute the turnaround of the most critical region in the group (crisis over 6 years and complex launches)
Main activities:
• Turnaround: Implement back Standards, Discipline and Engagement with local team accountability
• Launch: Secure multiple complex and simultaneous launches in plants under recovery process
• Strategy: footprint optimization including strategy of insourcing and outsourcing

Faurecia Excellence System and Productivity director - Responsibility over 62 plants worldwide
Main challenges:
• Redesign the function dynamics and bring more operation deployment speed into a business group role
• Act as VP Industrial during 6 months
Main activities:
• Performance: Give a new momentum of transformation to average plant and coach the plants in difficulties
• Strategy: Industrial and performance strategy plan; CO2 reduction leadership for the business group

Cluster Operation Director – Responsibility over 3 plants in Czech Republic and Slovakia; Assembly in sequence of car seats; Sales: 300M€/ year; Headcount: 2100 employees;
Main challenges:
• Bring the cluster to a new level of excellence and gain new acquisition
Main activities:
• Performance: costs reduction through performance improvement in productivity, fixed costs and non quality costs
• Strategy: New footprint decision; New automatic industrial processes design; Operation involvement in acquisition; CO2 reduction division leader

Faurecia - Clean Mobility - Cluster Operation Director – Responsibility over 4 plants in Germany; Manufacturing of Exhaust systems; Sales: 200M€/ year; Headcount: 500 employees; main plant at the headquarter
Main challenges:
• Turnaround: from a non profitable cluster to a benchmark cluster; high visibility because of headquarter proximity
• People development: from a fire fighting mode to an expertise / preventive approach
Main activities:
• System: Reimplementation of the Faurecia Excellence System in a sustainable manner
• Performance: 20% of productivity increase; 20% fixed costs reduction and control recognized as benchmark
• Strategy: Plant positioning within the division and the region; Launch of sales/operation business review

Plant manager –Manufacturing of Exhaust systems; Sales: 150€/ year; Headcount: 1200 employees
Main challenges:
• Turnaround: from the worst plant of the group to a benchmark plant in the north Europe region
• Customer intimacy: Stop all escalations with all customers
• People development: develop the autonomy of the team
Main activities:
• Coaching: long process of delegation; Results: full autonomous, stable and self-managed team
• Plant transformation: change of the plant cleanliness and mentality; Results: Ford Q1 award, Top supplier for PSA, internal benchmark plant and plant experts sent in Europe and USA for support

Plant Managing Director – Powertrain & Electronics division – Responsibility over 2 distinct plants delivering electronic components (clusters, body computers, infotainment) and mechanical components (throttle bodies, Air Intake Manifolds, GDI pumps) for the automotive industry, 1200 employees, 350M€ sales / year
Main challenges:
• Plant development: turnover and headcount multiply by 2, Start of new technologies
• WCM: Implementation of the World Class Manufacturing / Lean principles, 2 external audits every year
Main activities:
• Reduction of the manufacturing cost; Results: reduction of the non quality cost by 2 in 4 months; increase of the productivity +10% in 4 months

Plant manager – Powertrain division - Manufacturing of mechanical components (throttle bodies, Air Intake Manifolds, GDI pumps) for the automotive industry, 120 employees, first start of production 02/2010
Main challenges:
• Plant start-up: Plant construction, recruitment, training of the team
• Plant and team management
• WCM: Implementation of the World Class Manufacturing / Lean principles, 2 external audits every year
Main activities:
• Development of a plant and team spirit based on the Slovak mentalities with Italian guidelines;
Results: low turnover of people, absenteeism

Production manager- Technical assistance– Manager of complex backlite production lines for the automotive industry
• Responsible for financial results, people management, safety, quality, technical performances, methods
• 43 employees, 2 technicians, 3 engineers
Main challenges:
• Significantly improve the production capacity and financial result in a short period of time
• Develop the synergies of environments: Chinese employees, French management, German methods
• Bring a process stability in an environment suffering from a lack of training
Main activities:
• Management: Training of the local team in people management, methods and technical expertise
• Methods: Implementation of Kaizen methods with involvement of the workers; Division by 2 of the reject by the customers; Increase of 40% of the productivity
• Maintenance: Evolution of the spirit from reparation, to prevention to reliability; Division by 3 of the breakdown rate