Hi Automation is an operations consultancy in the field of hyperautomation. At Hi Automation, we have deep insight into the relationship between business performance and the interaction between technology and people. We combine this with excellent knowledge and experience in applying process automation with RPA, intelligent document processing, artificial intelligence, data mining, and process mining.

We support industrial companies in accelerating their operational performance. This can range from providing short, quick support for an acute problem to executing a complete transformation. We quickly grasp the situation and, in collaboration with you, we develop and implement future-proof (digital) solutions that enhance your cash flow, working capital, and EBITDA. Throughout our projects, we develop data-aware employees who feel like co-owners of the company and its results.

About Celerant Consulting:Celerant Consulting was one of the largest specialist consulting firms in business operations and supply chain. Founded in 1987, Celerant grew to approximately 600 consultants across 15 offices in Europe, the Middle-East, North America, and South America.The firm worked with leading companies in oil and gas, the chemical industry, manufacturing, high-tech, food and beverages, mining, and automotive. It was named a “Challenger” in the field of Business… Show more About Celerant Consulting:Celerant Consulting was one of the largest specialist consulting firms in business operations and supply chain. Founded in 1987, Celerant grew to approximately 600 consultants across 15 offices in Europe, the Middle-East, North America, and South America.The firm worked with leading companies in oil and gas, the chemical industry, manufacturing, high-tech, food and beverages, mining, and automotive. It was named a “Challenger” in the field of Business Operations Consulting Services by analyst firm Gartner. In 2013, it was acquired by Hitachi Consulting.About my role:To enable further growth, the company decided to tilt the organisational matrix from being region-led to being sector-led. I was asked to lead the Manufacturing sector. My first step was to foster strong cooperation between the regional manufacturing sector teams and to enable an integrated approach for international key accounts. This resulted in a strong portfolio of blue chip clients. The assignments ranged from the integration of organisations, improving the operational margin, increasing top-line growth, increasing product innovation performance, and improving operational and financial performance.The European Manufacturing sector became the best performing sector in Europe, and I was asked to support in setting up the Manufacturing sector for North America. Show less

When I was asked to take on the role of General Manager of the Benelux, the organisation had all the characteristics of a start-up. My first focus was to craft a well-aligned management team, professionalise the internal processes, and create flow and rhythm in the business. We improved the quality of project execution and built a strong portfolio of blue chip clients. A great Benelux team atmosphere was developed, we grew the business by 150% and the Benelux region became the strongest… Show more When I was asked to take on the role of General Manager of the Benelux, the organisation had all the characteristics of a start-up. My first focus was to craft a well-aligned management team, professionalise the internal processes, and create flow and rhythm in the business. We improved the quality of project execution and built a strong portfolio of blue chip clients. A great Benelux team atmosphere was developed, we grew the business by 150% and the Benelux region became the strongest performing region in the company. Show less

After my introductory period, I became responsible for one of our key accounts, Montell (currently part of LyondellBasell). Having delivered a great first project in Germany, we were asked to roll out the programme across all factories in Europe. In addition, we supported them in improving their performance in new product development, new product introduction, and supply chain management, as well as improving the performance of their North American factories.

The Simonstone factory was a 24/7, 5-shift process factory with 350 permanent employees plus additional contractors. The first issue we addressed was the poor supplier performance to our key client. I introduced self-steering teams, and we developed a strong sense of ownership for factory performance. We focused on product quality and efficiency. Results: 25% increase in productivity, 50% reduction in product quality issues, and 50% reduction in the use of consumables.

I was asked to craft a completely new multi-disciplinary department of 25 academics comprising mechanical, electrical, and process engineering. Much of my focus was on ensuring that people cooperated effectively and on tightly managing the development portfolio. Results: 50% reduction in time-to-market of new equipment and processes and 30% reduction in rework achieved through improved teamwork. We developed the first technology roadmap in the division.

The number of turnarounds had increased significantly and the poor management of them had disrupted normal operations; therefore, I was asked to set up a brand new “projects” department capable of executing turnarounds and other projects in a reliable and controlled way. We introduced a standard approach to initiating, scoping, preparing, and executing turnarounds to facilitate learning and development. We also improved professionalism in the areas of project management and supplier… Show more The number of turnarounds had increased significantly and the poor management of them had disrupted normal operations; therefore, I was asked to set up a brand new “projects” department capable of executing turnarounds and other projects in a reliable and controlled way. We introduced a standard approach to initiating, scoping, preparing, and executing turnarounds to facilitate learning and development. We also improved professionalism in the areas of project management and supplier base management. In order to better determine which investments were required in the various market development scenarios, we introduced configuration management with platforms and modules.Results: 30% reduction in total lead time from initiation to ramping up production after finishing the turnaround. More accurate budget and 10% lower investment cost on a like-for-like basis.In 1991, I moved the department form Eindhoven, in the Netherlands, to Aachen, in Germany. Show less