Sandrine Ribeiro

✨ I am a consultant in industrial performance, specialized in Lean Six Sigma 🟢, statistical data analysis (Minitab) 📊 and industrial simulation / digital twins 🖥️. For over twenty years, I have supported organizations in their quest for sustainable performance 🌍, helping them transform operations, strengthen management and secure critical projects. 🛠️ My role is both to design technical and organizational solutions and to support the teams that implement them. 👥 I work with executives and managers, through individual and group coaching, to embed new management practices and build a strong culture of performance and safety. 🏢 I adapt to all types of organizations: large corporations, mid-sized companies, SMEs, and laboratories. ⚡ This flexibility allows me to quickly provide operational support, especially when clients need to absorb workload peaks, secure strategic projects or accelerate transformations. 🏭 My experience covers a wide variety of sectors: pharmaceutical 💊, railway 🚆, metallurgy ⚙️, steel 🔩, nutrition 🥗, cosmetics 💄, packaging 📦, waste management ♻️ and environment 🌱. 🔑 Key achievements: ✅ Implementation of an operational excellence system from top to bottom over 2.5 years ✅ Design of a simulation model for a major Parisian sorting center ✅ Digitalization of preventive maintenance and implementation of multi-year CAPEX plans ✅ Industrialization of 4.0 prototypes to achieve e-commerce performance ✅ Statistical design of experiments, one of which led to a patent filing ✅ Significant accident rate reduction through cultural transformation in safety 🌍 Internationally, I have conducted numerous industrial benchmarks: identifying site strengths, analyzing weaknesses, and defining roadmaps for improvement. ✈️ A frequent traveler, open to cultures and languages, I combine methodological rigor, digital innovation and human engagement to turn constraints into sustainable performance.

A company undergoing a major transformation, and a leader in the laminated timber industry, was seeking to sustainably improve the performance of its operations. 🎯 Objective: structure and manage high-impact projects to realize the identified potential gains. ✅ Key actions undertaken: Design and steering of a comprehensive performance plan (€1.8M in gains identified across 18 strategic projects), Deployment of Lean tools and methods within sales agencies, the design office, and the factory: implementation of effective communication structures, visual management, problem solving, Kanban, SMED, Targeted coaching and capability building for all managers to embed new practices. 🚀 Results achieved: A successful managerial transformation, with stronger ownership of performance management tools, Financial and operational gains materialized, A reinforced performance culture shared across all levels of the organization.

A plant dedicated to new product development was facing performance challenges in managing its projects. 🎯 Objective: introduce structure and discipline into project management in order to improve the plant’s overall performance. ✅ Key actions undertaken: Led 15 performance projects at the plant (€600k in gains identified and delivered in 2012), with a strong focus on new product development, Implemented a structured Continuous Improvement system, Facilitated problem-solving workshops, Worked closely with marketing and the corporate R&D center to develop new products, Conducted design of experiments (DOE) to accelerate time-to-market. 🚀 Results achieved: Consolidation of the gains identified in the performance plan, Launch of a WAB plate that had been under development for 3 years, only 6 months after my arrival, Restart of the production of an acoustic plate with mechanical resistance, within 6 months of my arrival, after production had been halted for a year due to technical issues.

A site with high costs in a context of economic crisis. The objective was therefore to optimise the performance of this site, without hindering the good level of quality that has been recognised for many years. Summary of the actions carried out : - Construction of the 17 performance projects of the unit and piloting of the deployment: reduction of raw material consumption (gains: 100 k€/year on the site, 1 M€ on a group scale), monitoring of the WCR, adaptation of the work organisation (change from 3x8 to 2x8), - Management of an investment project (300 k€) in order to be able to conquer other markets, Results : - A work on material consumption that has enabled us to save 100 k€ / year on the site scale, and more than 1 M€ on the group scale (action deployed on the 4 other factories of the group), - A turnover of + 30% between 2009 and 2011 in a context of economic crisis.

A large, complex company with senior executives who want answers to production issues. Synthesis of the actions carried out: - Construction of a risk analysis grid after exchanges with key people within the management (1 month), - Deployment of the audit grid in the field, with a judiciously selected sample (1 month), - Carrying out analyses, summaries and recommendations - Presentation to audit sponsors Results : - Some of the audits carried out were presented to the COMEX and were at the origin of an in-depth transformation of the company. - Learning the methods of the Boston Consulting Group, which was associated with our team for 9 months.

Responsible for the provisional and operational management of the 260 drivers, Management team (20 people)