key words: introduction and implementation of operations strategies to improve profits, process and organisational improvements, leadtime reduction, interim project-, procurement-, operations-, general-management, agile - lean coaching.

Focus uw aandacht op de situatie die bepalend is voor uw resultaat. Los problemen écht op. Maak uw organisatie steeds groter zonder extra resources. Bied klanten substantieel betere oplossingen. U trekt omzet naar zich toe en met gelijke kosten verdient u meer. Het Centrum voor Constraint Management laat u zien hoe het kan, traint u en begeleidt u naar resultaat.

Based on a project or interim management setting, Eventuur improves operational results (quality, delivery, cost) and subsequently restores or increases profit. Working together with the clients management and employees, in a series of project managed activities costs will be reduced and the productivity of primary processes will be increased through lean methods. Within a year, this brings the clients company a substantial (financial) improvement. The changes will be implemented in such a way that clients management and staff have developed the knowledge and skills to further sustain and continuously improve results after the project closure.

Advisering productie faciliteit en lokatie. Industrialisatie manager Ariane 6 project.Projectleider Model Based Engineering.Head of Procurement.Liason officer bij main parts supplier

Verkorten doorlooptijd en verhogen output

Ontwikkelen verbetermethodiek en implementatie bij/begeleiding van Aviation MRO bedrijven in Nederland, België en Zweden.

Responsible for designing, implementing and growing a production company for high tech and medical devices. Starting with 5 team members the company has grown to 25 team members in the last year. I build the organisation around the assembly shop (quality system and -control, production engineering, procurement, logistics and warehousing and account management). The interfacing with the engineering company has been defined and implemented, which has been crucial to providing the right input quality for establishing stable recurring assembly processes. I have initiated and supported the implementation of lean assembly lines.

Responsible for all operating companies of Hilmar Group and for the strategy of the holding. I was at the start immediately challenged by the impending bankruptcy of the company. This was however turned around by quick (< 3 months) and substantial (40%) cost reduction. I turned the company into a profit generating organisation through a series of actions, involving re-organisation, re-structuring of operating companies and re-financing. I have been driving the growth of the company by initiating and implementing new business initiatives (OEM activity and US partnership). By introducing cultural change and lean methods, I successfully changed the organisations ability to continuously improve the primary processes, leading to substantial increase of productivity.

Responsible for managing over 1 billion euro corporate spend in ICT and facilities. Agree, implement and manage corporate contracts. Member of Corporate Procurement Management Team (together with CPO and group procurement directors). I initiated spend reduction projects and directed project managers to achieve the project targets. Stork Corporate Procurement was at that time the national standard for procurement organisations.During this period I worked with local procurement directors to further professionalize the procurement organisation of Stork. This has led to the implementation of a strategic sourcing methodology and several other innovative procurement methods and training programs.

Responsible for supply chain development and global strategic sourcing of large aerospace components. I managed 6 supply chain project managers working to develop and implement supply chains for new business (proposal-phase and program start-up phase). During the non-recurring phase of new programs, my team supported the procurement of direct goods and tooling. I also acted as a project manager myself, supporting new business development by globally pre-sourcing strategic partnerships, thus providing the business advantage to our customers. As an example, I developed a national network of potential suppliers to the aerospace business and co-founded a training and support program at the National Aerospace Group. In parallel I supported the VP procurement with organisation development to further professionalize the procurement department.

Responsible for overall program management of Airbus A380 J-nose contract. The project started with the final contract negotiations. Through concept development, design and industrialisation of production processes, a stable recurring production organisation has been established in a new build production facility. Specifically for the program, innovative production processes and production tools have been developed. The program has realised all its goals and is still an example for the organisation.

I was responsible for sales and contract negotiation for a major defense contract. After contract signing I set up the program execution and took over the total project portfolio of the business unit defense and was made responsible for growing the business.

Responsible for sales, development, program management, procurement and production for all space related activities which after a year became the business unit Space (Ariane 4 and 5 launcher structures, back panel structures for satelite solar arrays, miscellaneous). One of the main challenges was to manage the customer satisfaction by excellent communication and delivering reliable results. This successfully led to a major increase of the yearly turnover and the increase of the future orderbook. I changed the functional organisation into a business oriented organisation, which became the organisation model for the rest of the company. Through excellent multi project management I led the business unit 3 years in a row to a more then average profit.

Responsible for quality-control/-assurance/-engineering for the business unit structural components. Member of management team. Aquisition of JAR certificates (MRO in Aerospace). The main challenge was to protect the quality system approval during the pre-bankruptcy period of Fokker. The approval was successfully maintained and also re-newed after relocating all production processes and the full organisation to the Hoogeveen Fokker plant.

Responsible for a team of operational buyers. Purchase all parts and materials for Fokker Ypenburg (composite and metal bonding plant). Through innovative planning, forecasting and ordering systems (co-developed) we increased stock turns, reduced supplier deliverytimes, reduced Cost of Goods.

Project manager for production improvement projects, introduction lean production, ICT implementation, quality system improvements, procurement process improvements.

Served in several positions. After graduation at the Royal Navy Institute I was during the first 3 years responsible for propulsion, energy generation and distribution, hull integrity and the damage control organisation on board HMS ships. The operational results of my organisation were recognized as top of class.The last 3 years I was responsible for one of the departments (process controls) of the technical academy of the royal navy. I realised the turnaround of the department based on new education concepts and new training materials.