Plant Leadership Team - Lean, 6 Sigma, TPM & WCM.Work from the plant strategy (3 years plan), to yearly plan, to monthly scorecard and action plans to Daily Management System.Application of Lean principles at the plant level.Insure knowledge and usage of Lean methodology to achieve Safety, People, Quality, Delivery and Cost targets defined by the Strategy.

Plant Leadership Team - Lean, 6 Sigma, TPM & WCM.Work from the plant strategy (3 years plan), to yearly plan, to monthly scorecard and action plans to Daily Management System.Application of Lean principles at the plant level.Insure knowledge and usage of Lean methodology to achieve Safety, People, Quality, Delivery and Cost targets defined by the Strategy.

In charge of all operations regarding hydraulic components produced in Caterpillar Belgium.Looking at all aspect from Safety, Quality, Velocity and Cost with overview fro daily base to master planning and investments required.Special Focus on the business of hydraulic valves to insure safety and quality at production level with a large focus on product cost and production portfolio.

In charge of all operations regarding Medium Wheel Loader produced in Caterpillar Belgium.Looking at all aspect from Safety, Quality, Velocity and Cost with overview fro daily base to master planning and investments required.Special Focus on the business of MWL as during these 3 years, as we changed 50% of the team (due to restructuring), change 2 times the product with the Largests NPI (New Product Introduction) made for a Caterpillar machine (K & M-Series MWL) and change the complete production process from Asynchronous to full synchronous. At the end with the team we had to insure, the full safety of our collaborator, the Quality of the machine and the delivery to our customer.After these 3 challenging years, the results achieve were great as, we achieve to deliver 98% of the machine following CSD (Committed Ship Date), with a braking record of DPU (Defect Per Unit) under 0.7.

In charge of the Hydraulic Excavator Manufacturing Engineering team.Insuring that the assembly process is able to deliver all aspects of the product for the final customer and achieve the internal KPI in terms of People, Quality, Velocity and Cost.Insuring that the process follows legal (SFMEA,...) and internal requirements (CQMS,...).Follow the coordination of the team and the CAPEX investment into the hydraulic excavator assembly production.

I had the chance to work in an environment that was very specific and complex due to the flow and the number of part’s references (production of hydraulic tubes). With the support of the team, we transformed that area that was behind in all KPIs into a leaner process. I am proud of the fact that even the operators that did not want to believe in the project, jumped in it and and at the end were leader activities to always do 1 step improvement.This way, using 6 Sigma methodology and Lean principles, we achieve to improve the flow, that give us a better production visibility and throughput time....leading that major project was a great time and a humane journey.

In 2006, I was sent to our Japanese Plant in Akashi, Kobe to learn about the Japanese Production System (Toyota Production System) and support my Japanese colleague with international collaboration within Caterpillar.I participated to the IAT (International Assembly Team) regrouping 9 plants producing hydraulic excavator.During that time I also participated to the development of the Tier 4 interim (E-series) and Tier 4 Final (F-Series) with the Development center as coordinator for the manufacturability improvements. The main purpose was to represent all the manufacturing sites into the Design center to be able to improve the manufacturability of the future machines.