Cedric Chauvin

📌 Context: a company needs to move a laboratory to a new site, with constraints of confidentiality, flow optimization and adaptation to bacteriological standards. 🎯 My intervention ✅ Process: Study of location options, choice of the best scenario according to sample flows, costs and deadlines. Comparison of scenarios with business experts. ✅ Digital: Modeling flows, anticipating impacts on IS and data management. ✅ Human: Raising teams' awareness of the new environment, change support for a smooth transition. 🚀 Results: Decision-support file validated by management, optimized implementation and guaranteed a more efficient future site adapted to growth.

📌 Context : An analytical service provider in the agri-food industry needs to urgently transfer its sampling activity from entity A to entity B, with a high risk of service interruptions and customer dissatisfaction. 🎯 My intervention ✅ Process: Redefinition of collection organization, harmonization of analytical services between entities. ✅ Digital: Implementation of EDI to automate data transfer between the two LIMS. Choice and adoption of tour management software to optimize planning. ✅ Human: Support for change, raising teams' awareness of their new role and adapting to new responsibilities. 🚀 Results: Transfer completed without service interruption, rapid adoption of new tools, improved coordination and operational fluidity.

📌 Context: A microbiological analysis laboratory suffers from chronic delays, disorganization, high absenteeism and a loss of confidence among staff and customers. The information system is underused, communication is chaotic and teams are demotivated. 🎯 My intervention ✅ Process: Overhaul of workflows, standardization of processes, implementation of an optimized target organization. ✅ Digital: Advanced exploitation of LIMS for precise tracking of deadlines and optimized resource management. ✅ Human: Implementation of management rituals (daily stand-ups), clarification of roles and remobilization of teams. 🚀 Results: Backlog of samples reduced to zero, shorter analysis times, improved productivity and restored customer satisfaction.

Against a backdrop of complex transformation, I led a strategic transformation of Eurofins Agro-alimentaire Europe's IT services to reduce regional silos, pool tools and standardize practices. 🎯The aim: to improve operational efficiency and meet the needs of customers and the Group with global solutions. 🧭Context and objectives Regional IT teams were operating autonomously, with varying tools, versions of eLIMS and practices, leading to cost overruns and a lack of consistency. My role was to * Standardize IT practices and reduce costs. * Deploy European BI tools for informed strategic decisions. * Create a single B2B platform to automate exchanges with international customers. * Align regional objectives with those of the Group. Approach & Achievements 💻Digital Transformation: * Deployment of a European BI tool consolidating regional data and harmonizing indicators. * Implementation of a unique B2B platform, automating customer exchanges (orders, results, invoices). ⚙️Transformation Processual: * Steering of the One IT program to standardize IT solutions and optimize productivity. * Rationalization of practices and creation of a common software engineering framework. 🤝Cultural Transformation: * Coaching of regional IT directors to strengthen collaboration and reduce silos. * Instilling a shared vision and cross-functional dynamic between regions. 📊Key results * Reduced costs and harmonized IT tools and practices. * Implementation of a high-performance BI system, offering enhanced strategic visibility. * Improved customer experience thanks to a global B2B platform.

FGS Program (Design, roll-out and operation of an in-house Laboratory Information Management System LIMS) I orchestrated the design and deployment of a standard version (eLIMS-FGS) of the laboratory ERP for Eurofins, enabling over 70 laboratories in 25 countries to go paperless , operate efficiently as a network and align their processes with common best practices . 🧭Context and objectives The initial ERP (eLIMS) was obsolete, broken down into too many specific versions, and each integration was time-consuming and costly. A total rewrite program (eLIMS-NG) had been launched, but would take several years to complete. 
 🎯Strategic objective: develop a standard version (eLIMS-FGS), robust and quick to deploy, to equip laboratories lacking IT resources and prepare for future migration to eLIMS-NG. Approach & Achievements 💻Digital Transformation: * Integration of essential business processes into eLIMS to guarantee data uniqueness and reliability. * Management of an international team of 50 people (budget 2 M€/year) in Agile Scrum mode, for a platform capable of processing 250,000 samples per month for 3,200 users. ⚙️Transformation Processual: * Standardization of code to provide a single framework, while leaving local configuration options open. * Reshaping business processes to harmonize working methods and improve cooperation between laboratories. 🤝Cultural transformation: * Establishment of a network of local functional experts capable of configuring and maintaining the ERP. * “One-Team” culture promoted to strengthen commitment and cohesion between teams, combined with successful offshoring to India. 📊Key results * Over 70 laboratories integrated in record time via a standard version, notably cutting costs and simplifying the application landscape. * Strengthened team cohesion between geographical areas, fostering a dynamic of continuous improvement.

Industrial Director & IT Manager– Food France laboratories – 900 persons – 55M€ of Turn Over I led a major transformation to merge Eurofins France Food' s Chemistry and Microbiology clusters into a single integrated division, with harmonized teams and tools, fostering operational efficiency and cohesion. 🧭Context and objectives Merging the clusters meant overcoming significant differences in terms of IT teams, eLIMS versions and organizational cultures. 🎯Challenges included: * Unifying teams to create a homogeneous, high-performance framework. * Streamlining eLIMS versions into a single solution tailored to business needs. * Structure a clear, prioritized project portfolio, aligned with CODIR strategy. * Improve delivery quality and predictability through strong governance. Approach & Achievements 💻Digital Transformation: * Consolidation of eLIMS versions into a unified ERP , including costs and harmonizing functionalities. * Creation of a structured and prioritized project portfolio based on ROI. ⚙️Transformation Processual: * Merger of IT teams (22 employees) into a single division with homogeneous processes and robust governance (budget €1.6 M, 80 projects). * Introduction of a synergy between Lean and Agile methods (Scrum, XP), boosting productivity and internal customer satisfaction. * Change management to accelerate adoption of new practices. 🤝Transformation Culture: * Creation of a common identity, uniting the Chemistry and Microbiology cultures through enhanced collaboration. * Accumulated involvement of teams in prioritizing and monitoring projects, strengthening their commitment and autonomy. 📊Key results * A unified, high-performance team practicing Agile Scrum and XP. * A structured project portfolio, offering greater visibility on commitments and facilitating strategic decision-making.

Nantes Food laboratory (400 persons) I led an in-depth transformation of the Nantes laboratories, transforming a traditional model into an industrial one. By applying Lean and Six Sigma principles, I reduced analysis times by a factor of three, while instilling a culture of continuous improvement. 🧭Context and objectives With rapid growth , the laboratory was still operating on artisanal processes with complex flows, silo organization and high analysis times. 🎯My objectives were to: * Reorganize teams and processes to reduce lead times. * Adapt Lean methods to this new sector with its specific constraints. * Optimize workflows and workstations in a 2,000 m² extension to increase efficiency. Approach & Achievements 💻Digital transformation * Use of Value Stream Mapping to identify waste and improve critical processes. * Implementation of standardized, measurable processes, providing greater visibility and rigorous monitoring of deadlines. ⚙️Transformation Process * Laminar flow reorganization, assigning full responsibility for samples to each department. * Coordination of a 6 M€ extension, including a reorganization of workstations (U-Cell) to maximize efficiency and reduce unnecessary travel... 🤝Cultural transformation * Mobilization of teams through employee workshops, facilitating adoption of Lean concepts. * Formation of an autonomous Lean team, responsible for maintaining and pursuing the approach. * Adoption of the ADKAR method to align departments on a common vision and encourage buy-in to change. 📊Key results * Analysis times reduced by a factor of three, improving customer satisfaction. * Successful transition to a semi-industrial model , with committed and autonomous teams.

Rhodia Engineering Center (Lyon) Design, manufacturing and installation of a Textile factory in Slovakia (60 spinning lines – 15M€ budget) - Led the design office to prepare the call for tender and analyzing/benchmarking the offers.

Deputy General Manager of Rhodia’s Joint Venture in Vietnam (Hanoï) New Tire Cord Fabric factory – 65 persons- 5M€ of Investment - Commercial department manager: Market Study, Pricing policy, Marketing Campaign. - Technical department manager: organization of test runs for validating the technology transfer from the Chinese partner. - Reporting to Rhodia’s head quarter for the building project, technology transfer and financial situation.