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Senior Interim and Project manager, Operations & Supply Chai

Work Experience

September 2004 – now: self employed as interim manager

Already completed projects at different kind of companies and of various types: project management, interim management and change management. In my work I know how to initiate and implement changes, to become more effective and to achieve better results (see the following list of projects/clients)

February 2011 - July 2013: Smit Transformatoren BV
Function: Project Manager new facilities
With a budget of more than € 20 mln. new facilities built, including machinery and process equipment. Responsible for the whole process from defining requirements, until building and implementation. Built a new expedition hall, sound enclosure of transformer and generator, new capacitor bank, new oil and isolation lab and demolish several buildings to redesign the production site.

August 2010 - January 2011: Leaf Turnhout
Function: Manager Maintenance department (ad interim)
Turnaround project with the focus to create more service and customer orientation within the department and to align the department with the Lean Manufacturing thoughts of the organization. In addition, a cost control system established to improve management information regarding maintenance.

Mei 2010 - December 2011: Marco Bladen BV
Consultancy and management improvement. Training and coaching of management team and departments in implementing a continuous improvement process which brought mayor improvements in the productivity, use of materials and profit margins.


0ktober 2008 – Oktober 2009: Smit Transformatoren BV
Manager Supply Chain (ad interim) with the focus on improving overall logistics. Responsible for Planning, Material Supply, Work Preparation and Warehouse.
Growing sales and the effects of a poor ERP implementation in the past, Smit needed to improve in the total supply chain. Examples of that are changes in the ERP (SAP/R3) itself, planning tools and processes and in the total way of organizing logistics. These changes results in a better flow in the production (shorter throughput times) lower stock levels, lower work in progress and at the end a better delivery reliability.

Besides the logistical project also several projects lead on behalf of improving production capacity. One project was the removing of the Service and Maintenance department to an external building; total project of purchasing new equipment and refurbishing the existing building to the needs and demands of the Service department. Another example project was relocation of the warehouse and installing a total new racking system and purchasing new forklift trucks. In the new warehouse implement new procedures.


Augustus 2006 – Oktober 2008: BAM Rail BV
As Manager Logistics (ad interim) I centralized the Logistical functions within BAM Rail.
Within the construction company there was a growing need to structure the logistical processes. After internal research, run by myself, the conclusion was that a centralized logistical department would improve many operational tasks and activities. The benefits were:
-The operational department can concentrate on their core responsibilities
-Economy of scale at material supply, transport and warehousing

This was defined in an action plan and implemented with developing a central logistical organization (in total 20 FTE). Through more and more awareness within the whole company on logistics, the department grew and became important in the operational results of the company: transport costs were decreased, efficiency of the operational teams increased, lower warehousing costs and lower stock levels. Also lead the successful implementation of RFID within the warehouse; an integrated application with the ERP system Metacom.


January 2006 – December 2006: Royal Stone
Change process implemented to improve quality, profitability and sales. Started with improving the awareness within the staff to create more responsibility and pro activity. Then shared goals, strategies and action plans were developed and defined. In three project teams these were implemented. Through coaching of management and the project teams the development of the results were controlled. At the end the acheieved results were: quality improved from 90% to 96% and the material part in the cost price decreased from 45% to 38%.



April 2005 – January 2006: Van Oers Accountants en belastingadviseurs
Intensive change process started to improve the total sales. First step was to define a vision with the partners of Van Oers. This vision was implemented in the total organization in combination to create a more commercial team/staff. The major attitude was changed into “thinking in possibilities and chances”. Cross selling and sharing best practices were formalized. The operational results strongly improved; the sales increased with more than 15% and the productivity with more than 4%.


September 2005 – April 2006: Van den Dungen Projectmontage- en verhuisbedrijf
Process implemented to improve awareness within the staff to create more responsibility and pro activity. From there concrete projects were defined and implemented with the staff to improve workflow processes in the whole organization. Major results were achieved in efficiency and in the planning process. To improve the cohesion in the team new communication structures were implemented.


January 2005 - January 2006: KEMA
Change process started to improve the commercial results of the business unit. Focus on developing commercial talents within the team and the total organisation: consultants more custom focused and more cross selling between the several technical disciplines. The results achieved were:
-Sales budget achieved, when other business units left behind
-Two new succesfull sales concepts developed and introduced in the market
-Consultants shared expertise and sales opportunities effectively


December 2004 – December 2005: Hapag Lloyd
Change process started with the focus on:
-Improving productivity of the internal organization; improve internal workflow processes to increase the level of filling on the cargo ships. Next to that the coordination between the office and the maintenance department must improve.
-Improving the service level; improved quality of the administration
-Improving the employee satisfaction within the whole organization

Within all the departments strategies and action plans were defined to achieve the goals. During one year follow up sessions to control the process and when necessary adjust actions to achieve the goals.


November 2004 – April 2006: Heineken
Within the Technical Department, consisting of a team of project engineers and a warehouse, a cultural change program is implemented to increase commitment and responsibility within the team members. Realizations during the process:
-Implementation of a balanced score card, with defined KPI’s
-Creation of ownership at all levels towards the set targets
-Defined and implemented strategies and action plans to realize the targets
-Teambuilding
-At the end all KPI’s were realized within a year



September 2000 – August 2004: managing director Ahrend Sint Oedenrode

Accountable for the results of this production plant with 500 employees and a turnover of € 80 million per year. I lead directly a management team of 6 managers and a staff team of 5 employees. With a profitability program we established a lasting 3% margin improvement (from 15 to 18%). Two other main projects managed directly by me were:
- overall layout change within the production departments, to increase capacity
- implementation of a new ERP system (Baan)

With my management team we create a cultural change, in a period of lower turnover. With the overall focus on the business targets and results we accomplished a more aligned strategy and created a learning organisation and the company continued to be profitable.


June 1998 – September 2000: Manager Operations Ahrend Sint-Oedenrode

In this position I was responsible for all operational departments, like Production, Product Development, Logistics and Service. I integrated the Service Department as being the centre of the service within the Ahrend Sales organisation and the clients. Within the production departments I realised mayor reduction in throughput time to become more flexible and shorten the lead-times. The throughput time was shortened from 9 to 5 days. Implemented lean manufacturing and introduced balanced score card to monitor and improve business results (like quality, logistics and productivity).


March 1995 – May 1998: Manager Logistics Ahrend Sint-Oedenrode

In this role I was responsible for the Logistic departments, like planning, purchasing, warehousing, transport and ordering. I was member of the management team. I lead several projects to improve the workflow within the whole organisation. Mainly to be faster and more direct to the market. For one year I was project manager of the Triton implementation (ERP). Together with Sales and Marketing we introduced a highly effective system to manage the assortment.


March 1992 – February 1995: Plantmanager Relu BV

I was responsible for the production plant Relu, that produces steel furniture for the Mibra Group. At Relu were 50 people employed and the turnover was approximately € 7 million. I lead a reorganisation to implement responsibility and accountability in the several departments. I introduced a system for function classification. With a small team we developed and introduced to the market a very successful new furniture line. I introduced a cost price system. Next to that I was member of the project team for the ERP implementation within the Mibra Group and I was project manager for the implementation at Relu.

May 1989 – February 1992: Management Assistant, Ahrend Sint Oedenrode

Several projects on time studies, work processes and efficiency improvements in the production departments. I lead an IT project to improve the shop floor control in the powder coating department. I introduced a KANBAN system to control the stocks in the production department. Also I made analyses and preparations for investments projects.

Education

Secondary school, Atheneum B, from 1977 – 1983 (diploma in 1983)

Technical University Eindhoven: Industrial Engineering and Management Science, from 1983 – 1989 (Master Degree in 1989); specialisation Logistics and Supply Chain


Courses/workshops:

-Several courses on Logistical Management, Project Management, Layout Planning and management skills, Prince 2, MS Projects (1989 – 2006)
-Financial Management for non financial managers (1999)
-Leadership Training, Krauthammer (1994)
-7 Habits of Highly Effective People, Stephen Covey (2000)
-Cooperate with Workers Councils for General Managers (2001)
-Several trainings on personal development and personal leadership,
CSA Europe (1999 – 2003)
-Coaching education CFR (Coaching for Results), CSA Europe BV (2004-2005)
-Radical Collaboration, Always a Choice (2007)
-Trainers opleiding “Radical Collaboration”, Business Consultants Network (2008)

Skills

My strengths are organisational analyses, supply chain management, project management and general management. In my work I am constantly focused to improve with an integral approach. Always concentrated on the results to achieve. In this process I engage people within the organisation as much as possible, to create ownership and commitment. That is the guarantee that the results are lasting for a long term. Meanwhile I am highly experienced in leading complex organisations. I have a broad range of skills and qualities on leadership, communication, motivation and teambuilding.

Languages

Dutch: native language
English:good in speaking and writing
German: good in speaking and writing

Other

married and 3 children

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