I have been a member of the All-Clad team since I joined as the Manager of Production Planning and Inventory Control in September 2007.  I was given a tremendous opportunity at a young age to prove myself within Groupe SEB.  I feel as though the opportunities that All-Clad (and Groupe SEB) have given me over the past five years have made me a better employee.   The company and manufacturing facility have gone through a lot of positive changes in the past five years and being part of these changes has been rewarding for me both personally as well as professionally.  These five years have meant a lot of long hours and hard work for myself, my team, and many others but the work experience and opportunity that were a result of our teamwork over this time has been invaluable.  The amount of knowledge and experience that I have gained in such a short amount of time has enabled me to grow and exceed on a professional level within the company.  I continue to look forward to the challenges and experiences that await us in the future.   Since June 2010 I have been part of the SAP Implementation Project for All-Clad (and Group SEB USA) as the Manager – SAP Implementation – Operations.  The SAP project along with the continued improvements being done in the facility will result in a new and improved All-Clad in the future and it is great to be part of the team that has been involved in the implementation of this improvement plan.

Groupe SEB offers a strategic, dynamic, and energetic work environment. This enthusiasm is intrinsic in the company’s employees and allows people to grow both personally and professionally. I began my career with Groupe SEB in October 2008 as a Sales Assistant for US High End Brands. As the sales, marketing, and logistics departments are highly cross-functional, the position provided a great foundation over various sectors and responsibilities. A year later, I transferred over to the demand planning/supply chain department and became an Account Analyst. Focusing on customer forecasts and order management, I have learned more than I ever thought possible in this short period. I look forward to exciting and challenging opportunities in the future!

When I started my position with Groupe SEB in 2006, the opportunities that presented themselves were obvious from the start.  Several new and expensive pieces of equipment were recently installed for production and, at the time, there was no one responsible for their function and performance.  My job was to maximize their potential by meeting or exceeding the expectations of this equipment.  For my training, I travelled to France and Italy on different occasions.  These trips to other production facilities throughout the world provided me with a great experience to interact with foreign colleagues and have a free exchange of thoughts and ideas related to things both inside and outside of work.  As an Engineer, I’ve been pleased that the Group encourages creative and proactive decision making in areas of problem solving and production improvements.  And their continued investment in the Canonsburg facility is a tremendous sign of support for the changes that have been and continue to be made here.  I am looking forward to achieving the vision for All-Clad that will make it an even stronger company.  And I’m proud to be a part of the team that will make it happen.

I arrived in France from China in 2005. I had a diploma in automation and wanted to further my education. I spent a year learning French then was accepted at the National Institute of Applied Sciences in Lyon to study electrical engineering. My end-of-study internship took place in the Purchasing Division of the Group. They were in the process of integrating the Chinese company Supor and I conducted a comparative study of Supor and Group electronic components suppliers with a view to cutting purchase prices.  The Group subsequently offered me the job of Market Buyer at Ecully, first for electronic components then for plastic parts and subassemblies. Being Chinese makes it a lot easier to communicate with the teams at Supor; I’m in contact with them practically every day.

But my job isn’t limited to China, I’m also in touch with all the industrial sites in the world, I study their needs and provide them with the information they need about suppliers. I perform the supplier follow-up and keep abreast of market trends. I enjoy my job enormously and I feel at home working for Groupe SEB where I fitted in straight away thanks to the support of my colleagues.

I joined Groupe SEB at the beginning of 2009 to manage operations at the Canonsburg site in Pennsylvania (USA). That’s where All Clad cookware is manufactured. All Clad is a high-end brand which is extremely well-known in the United States.  I already had a solid experience in industrial management behind me as I had worked in Europe, China and the United States.  Groupe SEB’s offer appealed to me because of the exciting challenge it represented: to help move this manufacturing facility to become world class. I took this challenge seriously and endeavored to involve the teams as far as possible as I am convinced that the human factor makes all the difference. Communication and safety were key concepts from the start and I employed the 5S method which is the standard in industry. Productivity increased by more than 20 % during this first year and is still going up. I must admit I enjoy working with such prestigious products.

Plus the Canonsburg area is a really nice place to live, which is important for my family.

After graduating from the National Engineering School in Saint-Etienne, I took a Master’s Degree in international industrial management at the HEC Business School. This led on to a work placement in 2006 as assistant project leader where it was my job to improve the procurement of components from Asian suppliers. During my internship, I jointly headed a multidisciplinary working group and managed to finalize proposals to reduce deadlines, perform logistical audits and set up a dedicated IT system. I enjoyed being able to run a project from start to finish, with plenty of freedom in a climate of trust and open-mindedness. The Group then offered me the chance to join the team as International Logistics Coordinator for Linen Care. I consolidate sales forecasts for irons and steam generators in Europe, validate them with the strategic marketing team then calculate the production volumes for the plants and finished product stock levels. I also deal with the logistics related to product launches and discontinuations for steam generators worldwide.

It’s an interesting job because it gives me an overview of how the Group functions as a whole.

I have had a number of different industrial jobs since I joined Groupe SEB in 1998. I first worked in France as Production Manager of the Is-sur-Tille site before being promoted to Managing Director of the Vosges site where I was in charge of rationalizing and merging the two plants. Then the Group sent me to Brazil to manage the four Brazilian industrial sites. It was an amazing experience from both a professional and personal point of view. Here again, I addressed the challenge of merging plants, increasing productivity and developing products. It is very motivating to work in a different culture in lots of ways. In 2007, I became Managing Director of the industrial sites of Rumilly and Tournus. Rumilly is the Group’s biggest site. What I particularly appreciate about being a Groupe SEB site director is that your role isn’t restricted to production; you are responsible for product development with strong links to research and marketing. It is great to have a wider picture especially as innovation is one of the Group’s priorities. Since September 2010, I have been promoted to Vice President Industry, Cookware.

Again, a great challenge offered to me in one of the largest business units of the Group, with a network of more than 10 industrial sites worldwide.

In 2009, I took a Group SEB University course entitled "Finance for non financiers". As Vice President of an Industrial Business Unit, I’m used to managing finance, juggling with costs, profit margins and operating statements but I knew very little about the purely financial side of things. In addition to explaining the basics of financial analysis and risk management, this seminar teaches you how to evaluate the financial performance of a project – calculate the return on investment, prioritize projects, etc. Today I am in a better position to take into account the financial aspect in the overall evaluation of a project; I understand the obligations we have to respect.

As a result, I am on a better wavelength with my colleagues in the finance department which helps us work more efficiently together.