Benoit GIRODIE

En résumé

Entreprises

• Ghirardelli Chocolate Company - DIRECTOR of ENGINEERING, MAINTENANCE, FACILITY & EH

  2015 - 2020 Provided strategic direction across multiple business units (Engineering, Maintenance, Facility, and EH&S/Security) across corporate headquarters, the manufacturing plant, and the main distribution center, with 3 direct reports, and 42 indirect reports. Managed a combined OPEX budget of $13.6M and capital funding of $13-35M annually, allocating financials for engineering, maintenance, and energy related costs. Restructured departments and reassigned positions to optimize talent and foster opportunities for leadership, promotion, and succession planning.
  
  o Delivered a $22M capacity expansion projects on time and on budget which was additional to regular CAPEX planned.
  o Spearheaded the early stages of deployment of Early Equipment Management for Engineering.
  o Addressed and mitigated safety behaviors to reduce unreported near misses and unsafe acts by coaching and training management in cultivating trust through transparency; transitioned staff as required to drive performance and corporate culture, reducing turnover and promoting talent to stabilize team and optimize performance.
  . Implemented TPM, and conducted extensive training on the Preventive Maintenance Pillar to reduce or eliminate equipment-related breakdowns.
  . Coached Maintenance Manager to lead cross-functional team effort in replacing inadequate Computer Maintenance Management Systems, driving process automation, migrating all assets information with 100% accuracy.
  . Drove staff retention rates by 50% and delivered comprehensive 5S and Break Down Analysis training, reducing downtime by 30% to achieve the lowest level on record at 5.6% of total scheduled time.
  o Overhauled and relaunched Lock Out Tag Out program, aligning with industry and internal best practices for documentation, resolving OSHA citations, and delivering a best-in-class system with extensive documentation process in compliance with audit requirements.
  o Developed and implemented energy reduction initiatives, creating more sustainable, environmentally friendly options.
  . Reduced energy consumption by 5%, translating to $200K in annual cost savings by transitioning to a battery system, upgrading legacy motors for efficiency, upgrading to LED lighting, and improving window insulation, as well as negotiating with carbon-free electrical energy vendor at maintained cost.

• McCormick & Company - OPERATIONS MANAGER

  2011 - 2015 Maintained seamless workflow and productivity across 6 Processing and Packaging Departments, with indirect oversight of 21 leaders and up to 402 technicians, with a total production of 1.2B units across 32 production lines.
  
  o Implemented TPM methodology throughout plant, transforming internal processes to streamline communication, increase efficiency, and foster adoption through change management strategies.
  . Deployed and maintained 5S throughout plant and led early adoption, serving as Autonomous Maintenance (AM) Champion.
  . Directed training and pilot of AM processes, beginning with validating pilot line and integrating across all plant operations.
  . Collaborated with onsite Human Resources partners to modify staff time worked, providing opportunities for Daily Direction Setting across a shift overlap, thereby communicating information hand off between employees for continuity, significantly modifying culture of the organization.
  o Spearheaded initiative to increase service levels while minimizing inventory, adding 4K additional changeovers from existing 15K.
  . Directed operations team through deployment of Single Minutes Exchange of Die methodology to optimize numerous changeovers, and conducted root cause analysis to eliminate losses associated with changeovers.
  . Due to new strategies, operations teams outperformed against established Key Performance Indicators at 99.5% or higher, while simultaneously delivering cost savings ranging from $1.9M to $3M annually.

• McCormick & Company - DIRECTOR of ENGINEERING for US CONSUMER DIVISION

  2007 - 2011 Led engineering and maintenance operations to optimize productivity throughout the Consumer Product Division, with oversight of 4 manufacturing sites and 3 distribution centers across the United States. Managed capital funding for the division, with accountability over annual CAPEX budget ranging from $22M to $39M.
  
  o Promoted into newly created role due to success in manager position.
  o Assessed division and outlined short-term and long-term goals, restructuring organization and obtaining approval to add two new full time employees to implement sustainability and reliability processes.
  . Due to departmental transformation, realized $1.2M in energy savings within a two-year timeframe and positioned organization as the second largest solar installation within Maryland, driving brand recognition through extensive public relations.
  . Mitigated financial risk exposure by identifying a strategic partner in energy industry with favorable negotiations of Power Purchasing Agreement contracts to minimize capital investment of project.
  o Standardized Computer Maintenance Management Systems by conducting a multi-site investigation and identifying a common solution across nine sites: seven across the United States, one location in Canada, and two in Europe.
  . Built consensus and collaboration between all sites and divisions towards common goal of cost reduction, assessing singular solution to deliver a 20% return on $4M investment.

• McCormick & Company - ENGINEERING & MAINTENANCE MANAGER

  2004 - 2007 Oversaw the Engineering and Maintenance departments, with accountability over 91 employees, including 6 engineers and 7 leaders in maintenance. Led the acquisition and deployment of assets within the Hunt Valley Plant, with a regular $5M to $7M CAPEX annual budget.
  o Managed a capacity increase project which enabled a remote plant closure and capturing all associated savings.

• McCormick & Company - ENGINEERING MANAGER

  2003 - 2004 Managed the Engineering and Electrical Maintenance Department, with a team of 12 direct reports, and oversight of a $1 to $3M annual CAPEX budget.
  o Directed the acquisition and deployment of assets within the Salinas Plant.

Formations

• Ecole Nationale D'Ingénieurs De Brest (ENIB)

  Brest 1989 - 1995 Master of Science
  
  Informatique Industrielle

Réseau

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