Ahmed EL ALAOUI

• Leading new space programs and defining strategic objectives.
• Managing transversal teams across account management, purchasing, logistics, quality, and production.
• Acting as main interface with Airbus (France, Spain, USA) for program reporting and performance.
• Establishing KPIs, risk registers, and business plans to ensure revenue targets are met.

• Leading new space programs and defining strategic objectives.
• Managing transversal teams across account management, purchasing, logistics,
quality, and production.
• Acting as main interface with Airbus (France, Spain, USA) for program reporting and
performance.
• Establishing KPIs, risk registers, and business plans to ensure revenue targets are met.

• Led 6S implementation across two plants (100, 000 m²).
• Developed digital tools (Power BI dashboards, automated workflows) and trained teams.
• Managed change processes and operator engagement.

• Led 6S implementation across two plants (100, 000 m²).
• Developed digital tools (Power BI dashboards, automated workflows) and trained
teams.
• Managed change processes and operator engagement.

• Directed site operations with full P&L responsibility ($14M revenue).
• Managed 100+ employees across shifts, including production, maintenance, QHSE, and finance.
• Defined maintenance strategy and implemented production KPIs.
• Maintained social peace during post-bankruptcy transition.

• Directed site operations with full P&L responsibility ($14M revenue).
• Managed 100+ employees across shifts, including production, maintenance, QHSE,
and finance.
• Defined maintenance strategy and implemented production KPIs.
• Maintained social peace during post-bankruptcy transition.

• Managed the SPACE INSPIRE program from prototype to industrial launch.
• Created cost models, risk registers, and led supplier transfer projects.
• Coordinated planning and reporting to executive board.

• Managed the SPACE INSPIRE program from prototype to industrial launch.
• Created cost models, risk registers, and led supplier transfer projects.
• Coordinated planning and reporting to executive board.

• Oversaw production for 80+ employees in unionized environment.
• Managed $125M in annual sales and reduced scrap to 0.3%.
• Led KPI tracking and implemented PSE projects for cost savings.

• Oversaw production for 80+ employees in unionized environment.
• Managed $125M in annual sales and reduced scrap to 0.3% .
• Led KPI tracking and implemented PSE projects for cost savings.

The main role I hold as PML is to manage all the different Manufacturing aspects of the program.
I’m in charge of the industrialization of the Exhaust system we have developed with the core team in the Tech Center. I define the process in accordance with the Faurecia standard working closely with the expert, Product engineer, Tooling Engineer, Designers.
As PML I go through different activities:
RFQ : submission to customer. As Manufacturing Leader, I define the process for the RFQ and I’m part of the costing definition.
I’m in charge of all works packages as PFA definition, MIFA/ MIFD, TRS, Tool Change over calculation, Define the industrial timing, Define the lay-out & process floor space requirement with the Plant Team Leader, CT definition, Number of Operator per line. MVP (Manufacturing Validation Plan)
I determine required output with MCTO (MCTO - Mean Cycle Time Objective), Tact-Time and Machine Target cycle time calculation, required cycle time / number of parts per hour.
I define the Process Flow Chart, M-BOM, SWCT, SWC, HSE study, PFMEA, List of KPC/KCC …
I define the required equipment, tooling, gages, handling system…
I’m the manufacturing interface with the customer and the suppliers. I manage and I lead as PML the different discussion/meeting with the suppliers, with the customers and internally (technical aspect, product aspect, commercial aspect)
With the Program manager we define the CAPEX needed for equipment and tooling before submitting the CAR. Current CAPEX management is 10 Million Dollars.
I performed and lead the EDW (Engineering Design Workshop) and CARDBOARD.
I’m the product Interface (Manufacturability), Ensure design to manufacturing through concurrent engineering activities with product engineers.
Manage the prototype build, delivery and analysis. · Implement all changes related to production system and/or related to the product (as of Engineering Change Management).
Consolidate all manufacturing information: Process definition, production system definition, etc. related to the project to allow a robust transfer to the Divisions later. · Support the Division ME for the first application of the innovation project.
Targets and Reporting · during the initial phase of the project, calculate the project manufacturing stakes: piece price, investment, process validation cost, savings, etc. and update them regularly. · Achieve all manufacturing project objectives based on the IPMS deliverables. · Report on a monthly basis the progress of his/her activities. · Report all manufacturing risk analyses and their associated action plans and opportunities. · Apply Program Management System and Engineering Change Management and Faurecia tools and standards. · Ensure that manufacturing milestones are passed successfully and on time.

Results:

Audit (results for the overall program of 57%), (60% in manufacturing)
Study of re-use opportunities / Capacity Study / and price reduction with suppliers lead of an upfront saving ( ≈4 million $ for full cash out 10 million $) for GEM program
1 operator saving on Final Assy Line for GEM program after Cardboard Workshop.
Changing design in accordance with plant and supplier making a saving of ≈13 000 $ for GAMMA program ≈ 7% saving

Technology used:

Bending : Bending tubes / Trimming / Dual I/O / Saw / Deburr
Mufflers : Ridge Lock / Stuffer / Head Spinner / Capper Sizer
Resonator : Spinning / resistance welding / Dual I/O / Trimming / Press
Final Assy : Welding MIG

• Delivered full program lifecycle management, including CAPEX planning and tooling
optimization.
• Achieved 50% tooling savings and 100% milestone delivery.
• Managed multiple programs with budgets up to $17M.
• Recognized for Best Program in North America.

Coordinate work package tasks and ensure their accomplishment
Coordinate activities and tasks fulfilment of the Program Manufacturing team
Act as the interface between the Program Core team and the plant(s).
In agreement with the program manager, technical interface with the customer and the suppliers
Product interface (manufacturability) / Manage the Prototype Build and Delivery and Analysis.
Ensure design to manufacturing through concurrent engineering activities with product engineers
Ensure manufacturing feasibility / Ensure the achievement of Process, Equipment and Facility FMEA.
Implement all changes related to production system and/or related to the product
(as of Engineering Change Management).
Study, develop in detail, validate, release and set-up the complete Production System of the program: equipment and tool interfaces, layout, process flow charts, material and information flow diagram in accordance with the Group standards and program objectives.
Production launch. Manage the production launch. Achieve all manufacturing program objectives
Report all manufacturing risks analysis and their associated action plans and opportunities.

• Managed daily operations for 350 employees.
• Implemented visual management and lean tools to improve flow and quality.

• Applied lean tools (Kanban, SMED, 5S, Hoshin) to optimize production.
• Led BMW X5/X6 line launch and reduced workspace by 2150 sq ft.
• Participated in FES audits and implemented pull systems.

Graduation Project Management Continuous Improvement:
-Use of a workplace organization methodology (5S)
-Ergonomic study of work stations
Production Management:
-Establishment of an area of production for 4-5 operators
-Setting up of production indicators
-Following up production
Logistic: Stock control

Internship as Assistant Engineer at the Pilot Plant
-Formalized operational plan for assembly workers with the development team
-Organized production of medium and long-term plans with the production manager Supplier
and logistical manager while simultaneously optimizing the process and the products
with the quality manager, and supervising the assembly line operator activity
-Reported assembly line difficulties to the team development and participated in problems solving
-Created a production report on a weekly and monthly basis