Christophe COTTET-EMARD

Company Overview: EASA and FAA Part 145 MRO company, Storage, Maintenance and Green Recycling Aircraft (All Boeing & AIRBUS fleet) and Engines (CFM56 - Leap)

• Oversaw a €100M budget while executing strategic initiatives that led to an annual revenue increase of 15%.
• Collaborated with CEO to synchronize operations with strategic objectives, achieving uniformity across various global locations.
• Spearheaded multi-site daily operations in MRO, storage, and supply chain management resulting in lower accident rate from FR1 > 37 to FR1 < 12.
• Implemented strategies that resulted in a 10% reduction in quality costs, bringing them below 0.1% of turnover.
• Implemented Lean Six Sigma methodologies, driving a 10% reduction in production costs and a 20% decrease in cycle times
• Led cross-functional projects aimed at operational efficiency, ensuring alignment with strategic goals, such as overseeing the construction of a 38,000 SqFt facility with a €60M budget
• Created a comprehensive 5-year business plan targeting revenue increase from €100M to €200M.
• Contributed to high-level decision-making and strategic planning as part of the executive team.

Company Overview: Aeronautics sector: Manufacturing of structural elements and parts (metal & composite), Machining – Metal-Sheet boiler making – Assembly – Welding – Surface Treatment - Painting

• Developed and implemented comprehensive strategies for Quality, IT, Health, and Safety, ensuring alignment with the organization’s long-term goals
• Spearheaded initiatives for continuous improvement and customer satisfaction, establishing metrics to track and enhance performance, increasing OEE from 70% to 90% and productivity by 15%
• Promoted a strong safety culture, reducing the accident rate (FR1) from > 7 to < 3.5 and improving absenteeism from 12% to 4.5% through HSE-driven policies and leadership
• Managed and optimized budgets to ensure financial transparency and prioritization of resources towards technology and safety investments, maximizing ROI on strategic initiatives
• Oversaw and ensured compliance with multiple quality standards (ISO9001, EN9100, PART 145, etc.), achieving MRO PART 145 approval and major audit compliance with zero findings
• Led quality initiatives to improve First Time Capability from 80% to 97%, focusing on robust testing, inspection, and validation processes, and utilizing APQP and continuous improvement methodologies
• Reduced costs by 18% and improved OTD from 83% to 95% through strategic supplier quality management, regular audits, and supplier development programs
• Increased customer satisfaction from 90% to 97% by leading a structured process for complaint resolution, trend analysis, and implementing corrective actions
• Managed critical IT infrastructure, ensuring 99.8% system availability and 24/7 operational reliability
• Drove the organization’s digital transformation, including Factory 4.0 automation projects and ERP system migrations (IFS), utilizing AGILE methodologies to ensure timely and cost-effective delivery
• Led HSE regulatory compliance initiatives, reducing the company’s environmental footprint and achieving ISO14001 certification
• Implemented sustainability programs focused on waste reduction, energy efficiency, and pollution control
• Led Lean Six Sigma projects to streamline operations and implement automated production lines, contributing to significant efficiency gains and cost reductions

Company Overview: Aeronautical sector: Manufacture of Dismountable and Permanent Hydraulic Fittings

• Directed industrial operations, including New Product Introduction, methods, quality control, supply chain, warehouse management, production, maintenance, and LEAN initiatives
• Developed and transformed industrial resources by integrating robotic technology, automated CNC machines, laser cutting, and hot forming
• Optimized productivity and operational assets while implementing recovery plans to enhance customer satisfaction
• Implemented SQCDP routines and executed AIRBUS and SAFRAN improvement plans (SQIP & IPCA)
• Reorganized production flow and improved productivity using QRQC approaches and LEAN methodologies, increasing production capacity by 1.8 times and reducing production costs
• Conducted LEAN assessments and implemented practices such as SQCDP, VSM, problem-solving, and GEMBA WALKS
• Established the Supply Chain Department, implemented Planning, MRP2, S&OP/MPS processes, and visual management

Company Overview: Precision machining - Assembly in the medical and aeronautical sectors- Manufacturing of Pilot Operated Safety Valves for the nuclear sector & Spring Operated Safety Valves for the Oil & Gas sector

• Managed industrial operations and streamlined by consolidating three business units (Services, Product, Precision Machining)
• Achieved ISO9001 and EN9100 certifications
• Developed a 5-year strategic plan focusing on product development, customer needs, and market expansion
• Optimized performance across P&L, asset management, and budget oversight
• Drove commercial development of new products through strategic prospecting and contract negotiations
• Transitioned production to low-cost countries and established production lines in China, and an industrial site in India
• Enhanced organizational performance by optimizing production tools and the supply chain
• Implemented a Make-or-Buy strategy to streamline procurement processes
• Oversaw the construction of an industrial site with a €6M investment and a 5,000 m² facility

Company Overview: Precision machining - Assembly in the medical and aeronautical sectors Manufacturing of Pilot Operated Safety Valves for the nuclear sector

• Defined the Industrial Strategy
• Managed Lean Manufacturing & Continuous Improvement operational projects
• Enhanced productivity, integrated of MISSLER workshop pilot
• Optimized performance, P&L, Assets Management
• Introduced new machining technology (Electro erosion: wire cutting, Machining Center 5 /7 axes)
• Led the project management for ERP Movex M3 overseeing a €1.2M investment and deployment across multiple sites worldwide

• Defined and implemented IT application and back-office strategy
• Coordinated international integration projects and developed business applications, product support, and engineering
• Managed the closure of a production site as part of a company transfer, including administering a social plan that reduced 45 positions
• Established Lean Manufacturing standards based on the TOYOTA AUTOMOTIVE model

• Factory relocation 4000m2, workshop installation / MRP IBM36 Migration management to AS400 Mapics MRP II