Lead of agile team EUV factory, organizational transformation coach, agile coach, change manager

Leading the Agile transformation in the EUV factory with team of 5 fte. Coaching, advising management teams (sr. Director) on role, behaviour and next steps.

Business partner that drives the Lean transformation in teams in co-leadership with the team manager.Expert on Lean transformation, Daily Performance Management, Problem solving and Hoshin Kanri. Advise and guide on the approach for Lean. Coach leaders in their role and journey. Leader of Kaizen events and improvement projects.

Responsible for performance of key suppliers of ASML. Leading 4 ASML operational supplier coordinators functionally. Collaborate extensively with top & middle management of suppliers. Build trust, create transparency on both sides, have problems solved, push for better performance and drive escalations @ supplier.

Coach, trainer & consultant in (Lean) business improvement and Lean leadership.Coaching, facilitating and guiding teams + sr. management in their Lean transformation. Focus on customer value, which is delivering train slots exactly as agreed. The transformation resulted in 20-30% higher customer satisfaction, improved KPI's and employee satisfaction. In the transformation we builded:• a valuechain with focus on the customers i.s.o. silos with internal focus. • Leaders that give direction i.s.o. managers that role out solutions. • products and results i.s.o. process discussions• continuous improvement of your work i.s.o. improvements in seperate projects and programs• Self-management of teams i.s.o. control of the shopfloor.Besides the above, I train teams on Lean basics, Operations management, A3 thinking, Continuous improvement.Lean ketentrajecten afgerond in: •Infrastructuur (bouw en engineering): Van vraag tot oplevering volgens afspraak leveren.Inspirator, aanjager, coach, facilitator van de ketentransformatie zijn voor vloer en management. Onderdelen van de transformatie: Klantvraag stabiel, Integraal (over vraagstukken heen) ontwerpen, First Time Right in producten zichtbaar maken en verbeteren, zelfmanagement teams, coachen van werkvloer tot VP-level.•Contractering: Transitie naar integraal infrawerk contracteren: -40% contracten & overhead •HR: klantwaardering van 6 -> 8,5 •Informatiemanagement: doorlooptijdreductie van 80%, First Time Right van 0% -> 80% tijdig, vele kleinere sessies.Gebruik van diversiteit aan workshops en tools zoals: Policy deployment, Value stream maps, kaizen, dagstarts, performancemanagement, Kano - model, klantarena, A3, scrum...

Programma management van Lean verbetertrajecten in de Infra-Projecten en Asset management divisies van ProRail (samen 1800p). Natural teamlead van team van 5 Lean coaches. Sparringspartner MT-leden.

Supervising projectmanagers of infrasturctural projects and solving their out of scope problems (i.e. political, strategic or financial). Furthermore, project management projects. Decreasing flow time of projects and lining up people involved towards the same goal and elminate frustrations and project delays. Project examples: decreasing breakdowns from section welds (60.000ps in NL) , installing and adopting anti icing systems for trains in Asset Management division, installing procedures for managing financial mutants)

Contractmanagement of 17 freight operators. Managing relationship with freight operators active in the Netherlands. That included representing their interests within ProRail (passenger orientatied). Accelerating processes and project within ProRail and exerting diplomacy in disputes between ProRail and her customers.

2-year trainee program, with intensive personal coaching & training aimed at creating the company's future leaders.

Team leader of traffic controllers and employees traffic information. As assistant manager, execution of projects of the traffic post Amsterdam. Developing and implementing visions on operational excellence for regional operational processes.

Installing procedures for quality enhancement at department of construction management. Specifically, reduction of railtraffic disruptive occurances while working the railroad.

Project: Optimization of internal logistics of container terminals.PSA is the 2nd largest container terminal operator in the world.