FRANCK BAUMANNEDELTAMP OPERATIONS MANAGER

Could you briefly tell us about your background and what led you to join the EDELTAMP team?

I was immersed in the world of plastics from a very early age, as my father was involved in plastic injection molding. Naturally, when he set up his own company, I followed suit. I was barely 12.

I then chose to do a BTS in plastics processing and, at the same time, progressively held various positions in the family business: operator, then setter during my training, then workshop manager once I'd graduated, before becoming technical manager. In 2005, I took over management of the company, which had grown considerably.

I then put my experience to work for other companies, from SMEs to major groups, from service providers to prime contractors. I mainly worked in the automotive industry, which enabled me to develop a strong expertise in Lean culture. After experiences at Techni Plastic Evolution and SimonPlast, which enabled me to maintain a strong link with reality in the field, I joined Faurecia, then Plastic Omnium, where I spent 7 years discovering the organization and methods of major groups.

"3 months ago, I joined EDELTAMP. What appealed to me was the development project driven by the company's team and its founder, Yannick EDEL. I have an opportunity to make an active contribution to its development!

For the team EDELTAMPI think it's my background, between SMEs and major groups, and my expertise that enable me to bring a global and pragmatic vision, while reinforcing the fundamentals which, for a company of this size, are already impressive.

What does it mean to be an Operations Manager atEDELTAMP ?

As Operations Manager, my role is to take responsibility for the development of all technical aspects of production and the production tool.

In concrete terms, this means that I supervise production in the broadest sense of the term, which of course includes production, tooling maintenance and the continuous improvement of our processes. I ensure that our technical resources are always adapted to our customers' requirements and the company's development ambitions.

Beyond the purely technical aspect, I'm also involved in customer relations and business development. I support our existing customers in their projects, and play an active role in expanding our portfolio to support the growth ofEDELTAMP.

How does your experience in SMEs and large groups help you in your role as Production Manager, and what do you plan to bring to the role?

I think my career path illustrates the importance of this dual experience. I started out in small companies working for major groups. So I understood very early on the demands that major customers make of their subcontractors. Then, by joining major groups directly, I discovered what is really expected, what is acceptable and what is not.

I now know what is reasonable to implement in an SME: for example, applying Lean 100% is unrealistic, but adapting its principles in a pragmatic way is entirely possible.

At EDELTAMPwe already comply with ISO standards, but it would be economically irrational to push the cursors as far as a large group.

I know how to explain to customers what we can and can't do, because I know their language and how they work. This gives me legitimacy and enables me to create common ground, a real balance in customer relations between SMEs and large groups.

"Beyond this ability to "translate" expectations, I also want to put my technical expertise and experience of injection molding at the service of high value-added projects, by helping to strengthenEDELTAMP s capacity for innovation and continue to secure its development. 

What specific advantages do your andEDELTAMP 's expertise in thermoplastic injection molding bring to support high value-added projects?

I can think of two things. First, in production, EDELTAMP has already proved that it has a solid foundation that only needs to be developed further. So my role is to rationalize what already exists and optimize every element of the overall project ecosystem, in order to boost performance.

I also see a real complementarity with the design office. My solid experience in parts development, particularly for the automotive industry where strength, weight and ageing are essential criteria, enables me to bring added value.

For large machines such as tractors, weight is less critical, but it's still possible to identify ways of optimizing them, particularly from an environmental point of view: every gram of material counts. This is the kind of approach I can bring to EDELTAMPby combining my technical experience with my global vision.

How do you plan to help optimize the performance of injection molding machines ranging from 90 to 1600T, in line with the methods already in place?

I see a real asset in the fleet ofEDELTAMPwhich covers a very wide tonnage range from 90 to 1600 tons. This enables us to respond competitively to different needs, while avoiding bottlenecks, since we have at least 2 presses for each tonnage range.

I'll be helping to optimize the performance of these presses by focusing on the main segment, between 500 and 1000 tons, where the fleet is the most extensive. This will enable us to adapt each part to the most appropriate machine, improve productivity, optimize process repeatability and thus the quality of our production.

I also keep an eye out for opportunities to expand capacities to lower tonnages, should the market and projects justify it. My experience enables me to provide concrete solutions for rationalizing the use of the fleet and maximizing the performance of each machine, while respecting the methods already in place.

Your experience in managing complex projects makes you a leader: can we expect improvements in the transition from prototyping to series production?

I think that my contribution to EDELTAMP is mainly in industrialization and production optimization. My expertise lies in the efficiency of flows, the accuracy of the means employed and the rationalization of processes to improve performance and profitability. This is an area where I can really add value and structure projects to move efficiently from prototyping to series production.

Another area where I see a need for continuous improvement to create value concerns material characterization, in particular to integrate recycled materials and meet ecological challenges. Because of the fluctuating performance inherent in these materials, regular testing and analysis are necessary. TheEDELTAMP s in-house test laboratory is crucial to guaranteeing a quality end product and fully exploiting the circular economy. I'm going to work to enhance these capabilities, by leveraging existing physical and human resources, to complete theEDELTAMP s toolbox and strengthen our competitiveness in this type of offering.

Performance is today's watchword: what is your vision for speeding up the time-to-market for components, while ensuring their quality and robustness?

Accelerating time-to-market, while ensuring component quality and robustness, means first and foremost optimizing our industrial tools and setting up a fluid, high-performance control system. It's a question of linking up existing skills and creating synergies between teams, so as to be able to take on more complex projects.

Once this solid foundation has been laid, EDELTAMP will open up to demanding sectors such as the aerospace and defense industries. For principals in these sectors, the ability to guarantee flawless production reliability, as well as manufacturing autonomy, is essential to asserting France's sovereignty.

Another key aspect is the intelligent use of materials, especially recycled ones, to guarantee technical performance while meeting ecological challenges and securing supplies.

Drawing on your experience of different standards (ISO, Lean, 5S...), you contribute to EDELTAMP's continuous improvement. What practices do you use to guarantee rigorous quality control in line with customer expectations?

For me, guaranteeing rigorous quality control in line with customer standards means systematically applying the best practices I've developed during my career, whether based on ISO, Lean or 5S standards.

My role is to perfect existing processes, optimize the organization and ensure that standards, performance and quality are even better integrated into all stages of production.

I see this as essential to developing the team, maintaining high standards and ensuring that every project meets the standards expected by our customers. My expertise enables me to support this continuous improvement in a pragmatic and sustainable way.

Your expertise in standards compliance (quality, traceability, safety) is a strong expectation in the current context. What actions have you begun to take to reinforce existing standards?

To reinforce compliance with quality, traceability and safety standards, I began by reintroducing 5S best practices. It's an ongoing process, which helps to organize the workshop, make the most of materials and energy, and limit rejects, particularly in small and medium-sized production runs where the risk is highest.

I also make sure that operators are aware of this approach, by involving them in the reflection on best practices specific to each workstation.

"I rely on the company's existing strengths, such as our two quality people, who are already highly skilled in ISO standards, to ensure a rigorous and sustainable approach.

Project management,EDELTAMP's speciality, enables us to delegate the technical burden and complexity of a project. How does your experience translate into customer benefits?

In my opinion, mastering the entire chain, from mold design to injection, is the norm. I've always worked in both areas, which at EDELTAMP to support high value-added projects with a complete and integrated vision.

I believe that this dual expertise is a major asset, particularly at a time when it is becoming difficult to find qualified technicians in France. It enables us to maintain optimum responsiveness and quality, while making the best possible use of our international relays. Today, foreign suppliers, particularly in China, can ensure impressive machining quality, but it remains essential to retain in France the capacity to design, pilot and maintain tools to guarantee the efficiency and durability of projects.

ForEDELTAMP 's customers, my experience in managing complex, international industrial projects enables me to reinforce the excellence of a turnkey solution, covering the entire chain: from part and mold design, to choice of materials, production, storage of raw materials and semi-finished products, and logistics.

I know how to transform a sometimes vague idea into a concrete solution, guaranteeing the performance, strength and conformity of the part to the customer's requirements.

I am convinced that being able to provide this complete mastery, with an efficient logistics service that has been running for over 35 years at EDELTAMP represents a real competitive advantage for our customers, enabling them to delegate the technical burden and complexity of their projects with complete confidence.

EDELTAMP is constantly striving to improve its CSR performance. What concrete initiatives would you like to implement on a daily basis?

To optimize our day-to-day Corporate Social Responsibility work at EDELTAMPI want to focus on reducing scrap, by working much further upstream in the production process. This involves in-depth analysis of project reviews, to anticipate critical points and decide on the most appropriate actions, without falling into over-processing or over-quality.

I also want to involve all the players - team leaders, quality, management - so that every decision is shared and applied consistently. I also intend to optimize flow management and supply systems, in order to limit material and energy losses, while reinforcing proximity to our small and medium series markets, which represent a strategic challenge for EDELTAMP.

At EDELTAMP, well-being in the workplace is a priority. What management methods do you use to reconcile industrial performance and team comfort?

For me, guaranteeing both industrial performance and team well-being requires a management style that fosters cohesion and osmosis within groups. I started out in a family business, where work and human relations were very closely linked, then I worked with large groups, where I realized that the internal atmosphere plays a decisive role in a team's efficiency.

My approach is to create an environment where everyone feels involved, where skills and responsibilities are shared, and where team members can collaborate fully without individual rivalries. I attach great importance to communication, exchange and team spirit, because a close-knit team functions better, makes decisions more quickly and achieves higher levels of performance while maintaining a stimulating and pleasant working climate.

What are your ambitions for EDELTAMP over the next few years?

"My ambition for EDELTAMP over the next few years is to conquer new markets by offering customized, turnkey solutions, and to become a benchmark in the use of recycled materials.

I want to show that parts made from recycled materials can be high-quality, high-performance products, not second-rate products. To achieve this, we need to think about the entire production cycle: from material reclamation to design, including optimization of the industrial chain and partnerships with suppliers capable of nurturing our ambition.

The aim is to develop innovative, coherent and sustainable solutions that enable EDELTAMP to stand out in the marketplace, while demonstrating its ability to deliver performance to its customers.