I am a people leader who can get the best out of people. The individual approach is essential and the answer to the question 'what makes somebody tick' is the most important. I apply the principle 'change people or change people'. Where the first change people is to guide people to the right result. This is of course the preference, unfortunately with the second change people I have to make the decision and proceed with a job change or even dismissal.If people are on board, the next point is to get the right results. Leading indicators are key here. You get what you ask for. Very often the objectives are general and not specific enough to contribute to a good overall end result. All these indicators must be visible and secured.My thinking is based on continuous improvement, lean manufacturing and empowering the teams. I promote and set up operational excellence by actively guiding the project leaders as a project sponsor. With a 'belt' training you receive many tools and templates, but to make a project successful, managing the project team is very important, a skill in which many project leaders need to be supported. In addition, periodic follow-up and setting up a steering committee are indispensable. This committee sets the guidelines and can make adjustments where necessary. Problems must be recognized quickly.My technical background allows me to recognize functional needs and translate them technically. This is very important because I often see a lot of information being lost during this conversion.I find the connection with the people on the floor very important and I spend plenty of time there. I would like to receive direct feedback so that I know what is going on. Another channel of feedback is via the workers council and the CPBW (safety committee), in which I often was the chairman. These meetings are not always easy, but with honesty and trust you can get a long way.I have a hands-on and no-nonsense mentality. I am a self-starter who never shies away from a challenge.