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Operational Excellence, Business Improvement

Work Experience

11-2015
Lean Six Sigma trainer (contractor) via KPMG for KPMG.
Goal: providing lean six sigma training to selected KPMG employees.
Result: successfully trained and certified employees.

01-2015 – 09-2015
Lean Coach (contractor) via Accenture for Shell (global).
Goal: Coaching a continuous flow of students, each with their own improvement project, leading to their individual Lean Practitioner certification.
Result: 47 students still in progress, 21 certified.

06-2014 – 08-2014
Lean Consultant (contractor) via KPMG at Shell Pernis Refinery.
Goal: Support to mass balance improvement project for the entire refinery.
Result: Improvement areas defined and mitigation actions defined.

02-2014 until 11-2014
Global QESH Consultant (contractor) at Huisman Equipment BV. Main activity: Facilitate the setup of a Global QESH structure, including governance.

02-2014 until 04-2014
Lean Coach (contractor) at BP Refinery Europoort. Main activity: Coach Rapid Improvement Teams in using root cause analysis and lean methodology.

02-2014 until 02-2014
Management Consultant (contractor) at Lukoil Overseas Division, Upstream (in United Arab Emirates). Main activity: Providing O&G specific Business Process Management improvement advice.

10-2013 until 01-2014
Lean Coach (contractor) at Shell International BV. Main activity: coaching of twelve students with their own improvement project, leading to their individual Lean Practitioner certification.

04-2013 until today
Senior Expert Operational Excellence (contractor) via KPMG at Petrom / OMV. Main activity: Support/facilitate implementation of Operational Excellence at Petrom.

11-2011 until 04-2013:
Business Improvement Consultant (contractor) at Shell Nederland Verkoopmaatschappij BV. Mai activity: Support / facilitation of a multi-million project to improve the transactional processes for the Supply & Distribution of Shell’s oil products in the river Rhine area. Increasing the lean awareness of the organisation (also involved Shell Trading & Shell Nederland Refinery).

05-2011 until 11-2011:
Lean Coach (contractor) at Shell International BV.
Main activity: coaching of ten students with their own improvement project, leading to their individual Lean Practitioner certification.

11-2010 until 10-2011:
Lean Six Sigma consultant (contractor) at Stork Technical Services BV. Main activity: facilitation / execution of an improvement project for Planning & Scheduling in the E&I organisation (6 locations) of Stork Technical Services.

12-2010 until 12-2010:
Kaizen facilitator (contractor) at Royal DSM NV.
Main activity: Facilitation of various improvement activities (kaizens) during the production shutdown in December. Providing training in preparation of the improvement activities concerned.

08-2010 until 12-2010
Temporary assignment at Lubo Systems BV (metal industry, design & manufacturing of recycling installlations). Main activity: leading the location and optimizing the engineer-to-order and manufacturing process.

07-2009 until 05-2010.
Temporary assignment at Royal Dutch Shell plc and NAM B.V. in Lean Enterprise consulting & implementation. Main activity: providing Lean training (including train-the -trainer), implementing a contious improvement culture & conducting Kaizens and various workshops. Achieved savings during the first nine months approx. 2,8 M.

06-2004 until 07-2009.
NN EUROPE SpA Pinerolo (Italy), global manufacturer of rollers and balls for roller- and ball bearings, with in Europe 990 employees and a revenue of 150 million euro. Part of NN Inc.
Function: European Director for Continuous Improvement (C.I.).
Task: Start-up & expansion of C.I. Programme in the five locations of NN-Europe (Italy, Ireland, Germany, Slovakia & The Netherlands). Focus on Lean Manufacturing, TPM & Six Sigma.
Result: Named & trained C.I. Managers, C.I. Masters & Six Sigma Black Belts in each location. C.I. project pipeline in place in all locations. Cultural change towards C.I. as part of daily life. Execution of many small & large improvement projects. Total realized savings from improvement projects 4.9M annually.

05-2002 until 07-2003
General Electric Wind Energy B.V., Center of Excellence for Rotorblades in Almelo, the Netherlands.
Function: Plant Manager.
Task: Integration & growth of former Enron Wind Rotor Production into GE Wind Energy for the Almelo location (Manufacturing, R&D, Quality Control, Procurement, HR, Finance, Logistics & Distribution, Environment Health & Safety, total organisation of 410 employees).
Result: Integration close to completion, revenue growth 35%, efficiency improvement in production 12%, ISO 9001-2000 certification achieved, successful support to start-up new factory for rotorblades in Florida (U.S.), start of Six Sigma Quality approach.

09-2000 until 03-2002
Honeywell B.V., Center of Excellence for Combustion Control in Emmen, the Netherlands.
Function: Operations Manager.
Task: managing and improving Customer Order Management & Distribution, Manufacturing, Assembly, Mechanisation, Materials Control, Quality Control, Purchasing and Facility Management (organisation with in total approximately 500 permanent and 150 temporary people).
Result: Efficiency improvement and re-start of implementation of self steering teams in the production departments, improvement of business supporting computer systems optimisation of the total supply chain, expansion of distribution agreements with customers and expansion of Six Sigma Quality approach.

11-1996 until 09-2000
Honeywell - Satronic A.G., Business Unit Burner Boiler Control in Dielsdorf, Switzerland. Function: Manager Production en R&D.
Task: managing, next to the daily tasks, the integration into Honeywell of the in 1996 acquired Satronic A.G. (2 locations in Switzerland, and 1 in Hungary, organisation with approximately 400 employees).
Result: Successful integration and reduction of the number of production locations to two locations (1 in Switzerland for highly automated assembly and precision parts manufacturing and 1 in Hungary for labour intensive assembly).

01-1980 until 11-1996
Honeywell B.V., Center of Excellence for Combustion Control in Emmen, the Netherlands.
Functions:
- 04-1995 until 11-1996 : R&D Manager (group of 25 people).
- 01-1990 until 04-1995 : Production Manager (organisation of 600 people).
- 08-1988 until 01-1990 : Assembly Manager.
- 09-1985 until 08-1988 : Supervisor Production Engineering. - 08-1984 until 09-1985 : Design Engineer Gas Controls. - 07-1981 until 08-1984 : Process Engineer Assembly. - 02-1980 until 07-1981 : Production Engineer Assembly.

Education

Bachelor degree in Business Administration & Economics (H.E.A.O.-Bedrijfseconomie), diploma 1986.
Bachelor degree in Mechanical Engineering (H.T.S.-Werktuigbouw), diploma 1977.
High School (H.B.S.-B), diploma in 1973.

Courses & training
Advanced Program for Directors, at Honeywell Management Development Center (MDC) & University of Saint Thomas (Minneapolis, USA), certificate 2000.
Assessor E.F.Q.M., at European Foundation for Quality Management, certificate 1995.
Consortium Training Program, at Honeywell MDC (BE), certificate 1993.
Customer Oriented Production (Lean, Six Sigma & TPM), at Honeywell & Coopers Lybrand (USA), 5 months, 1990.
Advanced Program for Managers, at Honeywell MDC (BE), certificate 1990.
Advanced Program for Supervisors, at Honeywell MDC & Cranfield University (UK), certificate 1988.

Skills

Result oriented, participative management style, internal drive for continuous improvement, technical background, self-starting, with both feet on the ground.
Favourite field of work: to influence people and processes such that teams of people achieve the objectives set.

Languages

Dutch & English excellent, German good, French reasonable.

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