Resposible for the manufacturing of Wind turbine parts like: Generator, Hub, Nacelle en Towerbase Module.

Operations manager with following personal characteristics: no nonsense, critical, collaborative, helicopter-view and integer.• Operations management, operational excellence, lean management• Start-up, transition and closure of operations (at home and abroad)• Initiating and rolling out a continuous improvement programme (3 years)• Programme management and (technical) project management• Process, production and packaging industry• Lean, Six Sigma, Toyota Kata, Opex… Show more Operations manager with following personal characteristics: no nonsense, critical, collaborative, helicopter-view and integer.• Operations management, operational excellence, lean management• Start-up, transition and closure of operations (at home and abroad)• Initiating and rolling out a continuous improvement programme (3 years)• Programme management and (technical) project management• Process, production and packaging industry• Lean, Six Sigma, Toyota Kata, Opex, TPM Show less

Improving the quality- and output performace of Production

Verbeteren van de prestaties van beschuit- en knack productielijnen via:- het doorvoeren van technische verbeteringen, - verbeterd operationeel management; lijnborden, dagstart borden- continu verbeteren; standaard werken, SMED, 5S, A3 methode

Verbeteren van de operationele performance van de afdelingen: Assemblage, Installatie en Logistiek- Introductie van dagstart- Samenvoegen van Assemblage en Logistiek onder 1 dak (van 4 naar 1 lokatie)- Invoeren van scannen

3D4Makers is an innovative company that develops and engineers filament for the 3D-printing market.

Process Improvement via Heineken (TPM) standards at return bottle lines.

Improvement Leader – leadership & operational management, Apeldoorn (05/2014-present)Responsible for coaching the manager, team leader and staff within the Department of Coordination and Realisation, which is responsible for the construction, maintenance and replacement of the gas and electricity network in the East region.Main results:• For every stage of the chain, the key quality requirements for a project were established which are subsequently used for assessment during… Show more Improvement Leader – leadership & operational management, Apeldoorn (05/2014-present)Responsible for coaching the manager, team leader and staff within the Department of Coordination and Realisation, which is responsible for the construction, maintenance and replacement of the gas and electricity network in the East region.Main results:• For every stage of the chain, the key quality requirements for a project were established which are subsequently used for assessment during implementation;• Improved management for planned start and end of projects;• Providing insight into the performance of individual staff members enables the team leader to provide better management; • Coaching on process management rather than compensation in the implementation;• Setting up and improving meetings and meeting structure;• Strong improvement on timely start and delivery of projects. Show less

Responsible for reducing planned and unplanned standstills of the continuous casting process (75% of the steel volume) and improving product quality.Main results:• Casting breakouts drastically reduced by implementing technical improvements and process adjustments involving the use of Lean and Six Sigma techniques;• Accelerated segment replacement through application of SMED;• Increased segment lifespan due to technical improvements;• Production teams are trained to… Show more Responsible for reducing planned and unplanned standstills of the continuous casting process (75% of the steel volume) and improving product quality.Main results:• Casting breakouts drastically reduced by implementing technical improvements and process adjustments involving the use of Lean and Six Sigma techniques;• Accelerated segment replacement through application of SMED;• Increased segment lifespan due to technical improvements;• Production teams are trained to independently solve problems via the Toyota KATA principle;• Significant reduction on planned and unplanned standstills;• Annual maintenance costs strongly reduced; Show less

As project leader in the preparation phase, I was responsible for setting up processes on site during the transfer of the Hewlett Packard operation (equivalent of 80 FTE) from the Netherlands to the Czech Republic. In the implementation phase, production lines were installed and production was successfully launched in accordance with the required output and quality criteria.Main results:  • Design and description of logistics and production processes;• Training of local… Show more As project leader in the preparation phase, I was responsible for setting up processes on site during the transfer of the Hewlett Packard operation (equivalent of 80 FTE) from the Netherlands to the Czech Republic. In the implementation phase, production lines were installed and production was successfully launched in accordance with the required output and quality criteria.Main results:  • Design and description of logistics and production processes;• Training of local operational team including line operators and quality inspectors;• Interface between installers on site and the programme manager in the Netherlands as a result of which installation was achieved according to plan;• 4 Go-live phases successfully completed within the set time, production quality and output per man-hour;  • Together with our own mechanics, I trained the local maintenance service to maintain the lines and solve any disruptions. Show less

Responsible for daily operations (75 FTE, 5 direct reports) of the manual and fully automatic packaging of ink cartridges (8 million items per month). Specific assignment: regaining profitability within a very short period after the department has underachieved structurally following a reorganisation.Main results:• Within 4 months the department was structurally profitable again;• The previously launched continuous improvement programme was resumed and rolled out further;•… Show more Responsible for daily operations (75 FTE, 5 direct reports) of the manual and fully automatic packaging of ink cartridges (8 million items per month). Specific assignment: regaining profitability within a very short period after the department has underachieved structurally following a reorganisation.Main results:• Within 4 months the department was structurally profitable again;• The previously launched continuous improvement programme was resumed and rolled out further;• Reallocation of basic maintenance activities to operators according to TPM principles;• Implementation of 5S;• Responsible for process design and development of single-box shipment;• Strong reduction of maintenance costs;• Achieving the highest quality level according to the standard of the client, Hewlett Packard. Show less

Responsible for starting up a new location and managing production, logistics, stock control, quality and engineering (7 direct reports, 95 FTE). After 14 months, the client decided to move their largest business unit (75% of turnover) abroad, after which the Putten location was closed and the remaining part of the operation was merged with the operation in Apeldoorn.Main results:• Starting up the new location;• Implementation of SAP (WMS);• Performance improvement using a… Show more Responsible for starting up a new location and managing production, logistics, stock control, quality and engineering (7 direct reports, 95 FTE). After 14 months, the client decided to move their largest business unit (75% of turnover) abroad, after which the Putten location was closed and the remaining part of the operation was merged with the operation in Apeldoorn.Main results:• Starting up the new location;• Implementation of SAP (WMS);• Performance improvement using a specially designed KPI dashboard;• Production efficiency improved over the last 12 months;• Improvement of the logistics output per man-hour;• Improvement of product quality;• Response to RFQs;• According to agreement, the client was phased out and the remaining business was integrated into the Apeldoorn location;• Closure of the location. Show less

Responsible for daily operations (95 FTE, 7 direct reports) of the manual and fully automatic packaging of ink cartridges (9 million items monthly). Specific assignment: improving performance and involvement of staff through introduction and implementation of continuous improvement.Main results:• Introduction and implementation of the Olympics continuous improvement programme;• Improvement of operational efficiency;• Improvement of product quality;• Reduction of sickness… Show more Responsible for daily operations (95 FTE, 7 direct reports) of the manual and fully automatic packaging of ink cartridges (9 million items monthly). Specific assignment: improving performance and involvement of staff through introduction and implementation of continuous improvement.Main results:• Introduction and implementation of the Olympics continuous improvement programme;• Improvement of operational efficiency;• Improvement of product quality;• Reduction of sickness absenteeism;• Response to RFQs;• Implementation of a new high-speed packaging line (260 items/min).  Show less

Responsible for reducing line disruptions through the improvement of internal logistic streams and design and implementation of technical improvements. Main results:• Improvement of production layouts as a result of which production lines were operated with fewer people;• Redesign of logistic streams including decoupling points enabling JIT delivery of materials;• Introduction of new product families and adjustment of production lines to this end;• Design and implementation… Show more Responsible for reducing line disruptions through the improvement of internal logistic streams and design and implementation of technical improvements. Main results:• Improvement of production layouts as a result of which production lines were operated with fewer people;• Redesign of logistic streams including decoupling points enabling JIT delivery of materials;• Introduction of new product families and adjustment of production lines to this end;• Design and implementation of various technical solutions in order to prevent disruptions. Show less

Responsible for reducing line disruptions by technical improvements and improved logistical performance.• Change line lay outs and therefore less staffing needed at production line,• Redesign logistic flow including designing decoupling point so JIT to production floor was possible,• Introduce new product families and adapt production lines,• Introduce several technical improvements

Responsible for improvement projects for flux cored wires to increase product quality. Main results:• Adjustment of the wire winding process resulting in fewer disruptions for the client during the processing of the flux cored wire;• The production process for the flux cored wire was improved, resulting in a more consistent quality of flux cored wires.

Responsible for technical improvements within the wire-drawing department for light bulb production.Main results:• Reduction of product loss during various processing steps within the wire-drawing process through improved adhesion of the mantle to the cored wire. • Process improvement for the nickel plating of wires resulting in reduced product loss in the light bulb factory;• Reduction of rejections due to surface quality in the copper oxidation process through the application… Show more Responsible for technical improvements within the wire-drawing department for light bulb production.Main results:• Reduction of product loss during various processing steps within the wire-drawing process through improved adhesion of the mantle to the cored wire. • Process improvement for the nickel plating of wires resulting in reduced product loss in the light bulb factory;• Reduction of rejections due to surface quality in the copper oxidation process through the application of DOE techniques;• Improvement of the rolling and annealing process of the flat wire, securing consistent product quality;• Strong efficiency improvement through product loss reduction;• Product loss reduction with the client (faulty wire produces faulty lamp) yielded an increase in efficiency. Show less