Westrom > The link between people and work !Westrom is er voor hen, die ondersteuning nodig hebben op weg naar een passende baan op de reguliere of de gesubsidieerde arbeidsmarkt.Westrom stelt mensen, voor wie dat niet vanzelfsprekend is, in staat het beste uit zichzelf te halen. Het liefst op de gewone arbeidsmarkt. Tegelijkertijd waarborgen wij, dat mensen voor wie dat niet is weggelegd, in staat worden gesteld om tegen een salaris zinvol werk te doen. Wij hebben als geen ander de infrastructuur, kennis en ervaring om aan die doelstellingen bij te dragen.Wij begeleiden onze medewerkers op individuele en professionele wijze in hun arbeidsontwikkeling. Ontwikkeling, activering, training, begeleiding, coaching, ondersteuning, werkervaring, detachering en doorstroming leiden tot nieuwe kansen, hernieuwde eigenwaarde en motivatie. In feite is Westrom de schakel tussen mens en werk!

After the bankruptcy of Licom N.V. the Business Unit Topwerk was taken over by the WOZL and renamed in Beschut OZL B.V.The WOZL is a common agreement between the same 11 municipalities in the "Parkstad"-area that where the shareholders of Licom N.V.The WOZL is executing the sheltered-work-law that is determined by the Dutch central government.My responsiblities are the same as in my previous job but the mother organization and the reporting lines changed.

Licom N.V. is an organization that executes the sheltered-work-law on behalf of its shareholders, 11 municipalities in the "Parkstad"-Area.Topwerk is the largest Businiss Unit within Licom. Topwerk is offering people with disabilities a sheltered workplace and is developing them to a position as close as possible to regular work. Topwerk is delivering value added services to customers in the food- and non food industry. We are specialized in assembly, packaging, modification or repair of preferably large volumes. The Business Unit is also containing a wiring systems department that produces cable harnesses for the automotive industry. Licom Topwerk is ISO 9001-, ISO TS and HACCP-certified.I am organizational and financial responsible for 1500 employees on four separte locations.My management team consist of 3 operational managers, 1 finance controller and 1 HR manager. I am also responsible for the sales department. Achievements:* Organizational restructured Topwerk.* Reduced the indirect organization.* Closed large location and moved 900 employees.* Implemented transparant financial- and social reporting system.

Maximum span of control:• 300 Manufacturing employees in a two shift system.• 85 Indirect- and 35 R&D employees.Achievements:• Smooth integration of Jomed in Abbott Vascular after acquisition.• Implemented a new financial reporting system.• Implemented a modified quality system and new quality related software.• Successful product-transfers from other sites.• Developed several infrastructure expansion scenarios.• Reworked the organizational structure.• Determined the site strategy and goals.• Made solid budgets and closed the books with profit year over year.• Motivated and focussed the organization during declining utilisation.• Created a flexible pool of manufacturing employees.• Restructured the R&D organization and reduced the overhead with 20%.• Created a very good relationship with the works council and the local authorities.

The Jomed GmbH was the biggest manufacturing site within the young, fast growing Jomed N.V. Both organizational and financial responsible for the overall performance of the JOMED GmbH. (300-400 employees)Member of the Operations Executive Team and reporting to the COO.Achievements:• Kept the employees in the organization during a financial crisis by an out of the box communication strategy.• Successful crisis meetings with bankers en trustees.• Kept critical suppliers alive and connected to the organization.• Closed the Business Transfer Agreement with Abbott.

Deputy MD, member of the Management Team.Reporting to the MD and COO.Responsible for the following departments: • Logistics (10 empl.), • Manufacturing (250 empl.), • Manufacturing engineering (15 empl.) • Facility service (11 empl.).Made a good functioning Operations Team out of these four separate departments.

Resonsible for 150-250 employees.• Doubled the manufacturing capacity and clean room space.• Determined the manufacturing budget.• Implemented new salary structure.

Responsible for 5-10 employees.• Improved the planning and forecasting process.• Defined the logistics procedures for Business System Manual.• Implemented the material qualification process and supplier agreements.• Improved the incoming inspection processes.

• Managed the back order prevention activities.• Improved the communication between the D.C. and the factory.• Implemented a long term planning system.• Managed the Production Improvement Project.

I was part of the Vascular MT and reported to the Director Operations. Responsible for 120 employees.The daily production output was my main responsibility.

Reporting to the Operations Officer of the Product Unit New Display Technologies of Philips Display Components. Responsible for 10 employees.Active involved in the development of the pilot line;• Definition of the organisational structure and line lay-out.• Definition and implementation of the logistics concept.• Definition and implementation of the quality system.

Reporting to the BU-manager. Responsible for 120 employees in a three shift system. Manufacturing metal components for world wide supply to Philips picture tube factories.