About
David Jacquart
Industrial performance and turnaround expert
For the past 8 years, I have been an industrial excellence consultant, specialising in helping companies achieve sustainable performance. I am dedicated to creating value and well-being for executives and their teams.
As an industrial performance and turnaround expert, I am a partner to CEOs and COOs: I optimise operational processes and support companies through critical phases, implementing tailor-made solutions and fast performance improvements that deliver tangible, rapid results.
I draw on nearly 35 years of operational experience and continuous learning of industrial best practices derived from the TPS. I was part of the very first teams in Europe to study and implement its management practices: first at Renault, then at several automotive suppliers, and finally in the luxury industry, for the great houses of Place Vendôme.
My approach: mobilise teams, simplify processes and deliver concrete results. I help organisations turn challenges into growth drivers.
“Generate, transmit, preserve knowledge.”
01Career & results
Opportunities seized with both hands
Deeply driven by the pursuit of excellence, I see my career as a series of extraordinary professional opportunities, which I have made it both a duty and a pleasure to seize with both hands.
Internal TPM consultant & MES project owner
Groupe Renault
Member of the very first RSA teams to study (with JMAC¹) and deploy the TPS basics at scale across the group’s European plants. Development and deployment of the RSA MES, with target costs halved.
- >92% OEE from the start of production of the D engine (Twingo)
- Operating costs halved on engine and gearbox lines
PSE / FES Manager
Sommer Allibert · Faurecia
Led by Freddy Ballé and coached by Alain Prioul, I was part of the first teams to study and deploy PSE (Production Systems Efficiency), then the FES (Faurecia Excellency System).
- +30% productivity per year at the Marckolsheim plant, then across the Acoustic & Soft Trim division (13 plants in Europe)
Operational Excellence Manager
MARK IV · Sogefi
Creation and deployment of MAPS (MARK IV Automotive Production System) across the group’s 10 plants, then of the SES (Sogefi Excellency System) in 10 plants worldwide (Europe, NAFTA, Asia). Four years of coaching by Michael Ballé (ESG Consultant, Shingo Prize) and immersion training at Toyota in Nagoya enabled me to make a lasting impact on the entire organisation, from order intake to production.
- +15 to 20% productivity per year
- Results sustained through the 2008 crisis, funding R&D amid major technological change
Founder & consultant
LEA Consulting
First projects in the luxury sector with my first client, OREST, and first LPPD workshops with a Tier 1 automotive supplier.
- +400% productivity from the very first projects, triggering new business of the same order
- Industrial investments optimised and sharply reduced: $2M in one week
Industrial Director
OREST — Fine jewellery
Reconciling a strong craft culture with industrial best practices: setting up the production organisation, creating the industrialisation/methods, maintenance and purchasing departments, reorganising quality. Automating repetitive tasks to professionalise jewellers and make recruitment easier.
- Company valuation multiplied by 6 in 4 years
- Operating income ×4 in the first year, then +30% per year
- Product range upgrade and diversification of the major-brand client portfolio
Founder · Industrial performance and turnaround expert
David Jacquart Consulting
For 8 years, I have been supporting executives and teams in manufacturing and services, in France and abroad: automotive, energy, electrical equipment, precision engineering, crystal and fine jewellery.
¹ Japan Management Association Consultants Inc.
02And more
Benefits that go beyond the figures
- 01
Your customers
will appreciate the quality of your production: better served, at optimised costs, they will once again enjoy a solid, well-built relationship.
- 02
Your employees
will be (re)motivated and have every means to do their jobs better. Their working conditions will improve, and the most motivated will see their desire to learn fulfilled.
- 03
Your products
will generate value, because you will follow their users closely and regularly, creating improvement loops that drive growth.
03Expertise
My value proposition
I do
What I do with you
- Align — or realign — the running of operations with the strategic vision of the executive or owner.
- Set up, turn around or optimise the operational management of a business, by building an action plan and then delivering it.
I do not
What I don’t do
- I don’t train people in Lean Management or its related techniques: I use them to achieve operational results.
- I don’t hand over a “report”: I analyse and I act.
- I don’t advise: I support, I create value and I pass on knowledge.
Partners
Extended firepower
I work with specialist partners who can be brought in as your challenges require, extending what is possible beyond operations.
- Purchasing
- Sales
- Finance
- Embedding AI in daily routines
04Luxury focus
10 challenges for the luxury sector
The luxury sector must meet a number of challenges to sustain its pace of growth. Through my assignments, and as Industrial Director at a major French fine jewellery manufacturer, I have used all my operational techniques and experience to meet them.
- 01
Reconcile
Reconcile a strong craft culture with a dynamic company: achieve significant operational gains while preserving the creative soul and the gestures of the trade.
- 02
Improve
Improve the development capacity of workshops, to better meet the demands of designers.
- 03
Transmit
Bring technical expertise and engineering science to the service of fine crafts.
- 04
Free up
Free up know-how and reassign talent to tasks with higher technical or artistic value.
- 05
Accelerate
Accelerate time-to-market to keep pace with customers and maximise growth.
- 06
Safeguard
Safeguard the technical and manual know-how that is the foundation of this industry.
- 07
Increase
Increase production capacity to meet ever-growing demand, without compromising production.
- 08
Optimise
Optimise working capital in a sector where raw materials are expensive.
- 09
Integrate
Integrate a comprehensive safety and security vision into the operations of a company that handles precious materials and makes even more precious products.
- 10
Capture
Capture purchase intent as close to the customer as possible, notably by avoiding disappointing waiting times.
05Values
Do we share them?
Through my personal journey and professional career, I have forged key values that shape the way I am and that I pass on in my work.
A driver
Change
Because change pushes us to constantly question ourselves in order to become better, it is a driver for me.
I do more than accept change: I become its agent, its trigger.
A passion
People
I have made my own this Toyota motto, displayed on the walls of every plant in the group: “Develop your people to develop your business”.
Because women and men are the primary component of any production system, we have a duty to take care of one another.
Just as the TPS advocates, improving the health and well-being at work of employees and executives is central to everything I do.
A need
Transmission
For as long as I can remember, I have always wanted to learn. Then, over time, I felt the need to experiment and put my knowledge into practice. Throughout my career, I have therefore alternated between expert and operational roles.
Today, my work only makes sense through the lasting transmission of what I have learned and experienced — to my clients as well as to my students.
06Teaching & networks
Lecturer at the University of Strasbourg
Professional bachelor’s and Master’s degrees in Maintenance & Industrial Engineering
Apprenticeship mentor
30 to 40 apprentices trained
Grand Est Professional Consulting Chamber
Member
Alsace Business Buyers and Sellers Association
Member
These results could be yours tomorrow
A first conversation helps me understand your context and identify the priority levers.