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Operationeel Manufacturing Specialist

Work Experience

August 2016- Today
SpiroTech Helmond

Spirotech is the leading expert in system water quality. It is family-owned company with over 60 years of experience in developing solutions to prevent and remove air and dirt in HVAC and process systems, helping save energy, increase comfort, reduce wear and tear and maximises uptime. Number of employees: 160

Project description
Leading a cost reduction program based the lean principals. Develop in cooperation with the board of directors the mission Vision Strategy for the coming 5 years. Set up a Continuous Improvement organisation. Coaching production manager, Maintenance manager, Logistic manager, Lean Engineer and Team leaders in their new role.

Key Results
Objectives, goals, strategy and measurement are in place. Overall Equipment Efficiency is implemented. New organisational structure started on the first of November. Lean masterplan for the coming 3 years is running on target.


March 2016-November 2016
IFF Tilburg

Creator and manufacturer of flavours and fragrances, used to co-create unique scents and tastes for fine fragrances and beauty, detergents and household goods, and well-loved foods and beverages. Number of employees: 500

Project description
Leading policy deployment activities with management team IFF flavours. Set up Key Performance Indicators and Key Activity indicators. Start up a daily management system (Tier 1till 4). Coaching and supporting operation manager, production manager, Maintenance manager and production leaders based on Daily Management System.

Key Results
Objectives, goals, strategy and measurement including TPM masterplan for the coming 2 years in place and on target. Daily management system successful implemented. Leadership team trained and coached.





September 2014-January 2016
TNT express Europe

Courier offering global express distribution, logistics and international mail service of parcels and freight. The firm has fully owned operations in 61 countries and delivers documents, parcels and pieces of freight to over 200 countries. Number of employees: 58000

Project description
Managing Director Total Quality Management program based on FedEx methodology, directly reporting to the CEO. Advise the board of directors about CI organisational structure in operations and reporting progress and approach for every location. Member and facilitator local steering committee and locale management Team. Leading 4 Improvement teams (4 project leaders, 26 team members) located in Belgium, Italy, Germany and the Netherlands to improve bottom line results through improving their operational performance, eliminate waste and positively impacting workplace culture.

Key Results
Objectives, goals, strategy and measurement including TQM masterplan for the coming
3 years are in place based on FedEx requirement. Reduced the miss- connections with
45 % due Kaizen projects. Lay-out optimization and lead time improvement due 5-S
workplace organization. Standardized work instructions. Daily management system
successful implemented. Internal CI organisation operational.

January 2014 till September 2014
Good Year Dunlop Hanau (Germany)

Goodyear manufactures tires for automobiles, commercial trucks, light trucks, motorcycles, SUVs, race cars, airplanes, farm equipment and heavy earth-mover machinery. As part of their global purpose, Goodyear is committed to delivering the highest-quality tires and related products and services for our customers and consumers. Number of employees: 7800

Project description
Worked as a one of the four Consultants on implementation of Total Productive Maintenance in cooperation with the local TPM office. Responsible for the pillars focussed improvement, Training & Education, Safety Health & Environment, Autonomous Maintenance and Planned Maintenance.

Key Results
Reduced costs with 9 %, improved Overall Equipment Efficiency with 15 %, Reduced quality losses with 35 %. Coached internal organisation about the TPM principals. Getting TPM awareness and commitment by 65 % off all manufacturing employees.

December 2012-November 2013
Aviko Rixona Oostrom

Rixona is part of Aviko, and both are part of Royal Cosun, an international group which develops, produces and sells natural foodstuffs and food ingredients. Rixona can produce every type of granule, flakes and RAS super fries. Number of employees: 160

Project description
Responsible for building and managing a successful TPM program including development of an efficient Continuous Improvement organizational framework as Interim TPM manager. Set course for preparations for organization to achieve the first TPM JIPM excellence award.



Key Results
Objectives, goals, strategy and measurement including TPM masterplan to achieve the award in 2014.Coaching and supporting production manager, maintenance manager, logistic manager and team leaders to create awareness and commitment. Daily management system successful implemented. Internal CI organisation operational.

November 2011-October 2012
Elementis Specialities Delden

Manufacturer of rheological additives and pigment dispersions, serving the coatings, inks, adhesives, construction, and other industries. Number of employees:125

Project description
Started as Interim Operational Excellence Manager to create and lead an improvement program based on the Toyota Production System. Due organizational changes switched to Interim Operational Manager, responsible for production and maintenance department.

Key Results
Sustainable output and performance results during organizational changes. Leading reorganisation production leadership team. Implemented Overall Equipment Efficiency and set up Daily Management System. Achieved a first time right % from 82,6 % to 98,5 %.

January 2011-October 2012
Ball Packaging Oss

Ball is a leading beverage can maker with production facilities around the globe, with big customers as Heineken, Coca Cola, Red Bull, Bavaria etc. Number of employees:320

Project description
Leading policy deployment activities with management team Ball Packaging. Set up Key Performance Indicators and Key Activity indicators. Start up a daily management system (Tier 1till 4). Coaching and supporting site director, operation manager, production manager, Maintenance manager and production leaders based on Continuous Improvement Program Ball packaging.

Key Results
Objectives, goals, strategy and measurement including Improvement Program (TEN) masterplan for the coming 3 years in place and on target. Overhauled organizational leadership and communication structure based on Daily management system 5-S principles for a manufacturing operation

October 2009- November 2010
Zwanenberg Food Group Almelo

Zwanenberg Food Group is one of the leading European producers and exporters of meat products and canned meat. Zwanenberg has twelve production sites in the Netherlands, the United Kingdom and the United States. The group sells its products under various successful international brands. Number of employees: 1600

Project description
Responsible for building and managing a successful TPM program including development of an efficient Continuous Improvement organizational framework as Interim TPM manager. Set up Key Performance Indicators and Key Activity indicators. Start up a daily management system (Tier 1/3). Coaching and supporting plant manager, TPM manager, production manager, Maintenance manager and production leaders based on TPM and the daily operation.

Key Results
Objectives, goals, strategy and measurement including TPM masterplan for the coming 5 years. 5 S workplace organisation in place in the pilot areas. Autonomous Maintenance on pilot lines step 0 till 3. Daily Management system up and running. Change over time on packaging lines reduces with 55 %.

February 2009 -September 2009
Trespa International BV Weert

Trespa International B.V. is a leading innovator in the field of architectural materials, recognised internationally as a premier developer of high quality panels for exterior cladding, decorative façades, and scientific solutions. Number of employees:700

Project description
As a consultant responsible for building and managing a successful TPM program including development of an efficient TPM Pillar organizational framework. Coaching and supporting the internal TPM manager. Leading training- and workshop sessions for senior management, middle management and front-line management.

Key Results
The traditional organisation structure successful changed in pillar driven organisation structure. Created awareness, skills and commitment in the organisation. Successful coached and supported the internal TPM manager.
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August 2008 –January 2009 Van Sillevoldt Rice Papendrecht



Van Sillevoldt Rice is the leading Private Label supplier of tailor-made natural rice solutions for the European retail and food industry. Number of employees:395



Project descripton
As interim production manager responsible for production in a 5-shift organisation. As interim production manager implemented Continuous Improvement activities such as Daily Management System, 5-S workplace organisation, Autonomous Maintenance and, SGA.

Key Results
Improved performance with 10 %. Due some organisational changes such as continues running the packaging lines, the volume could be packed in 3 shifts instead of 5 shift. Organisation was ready for more volume in 5 shifts



October 2007–June 2008 MHI Equipment Europe Almere



Mitsubishi Turbocharger and Engine Europe B.V. is a global player in the fields of Turbochargers for the European automotive industry. Diesel and gas engines for marine applications, industrial, construction and agricultural industry. Number of employees:200



Project description
Responsible for building and managing a successful TPM program including development of an efficient Continuous Improvement organizational framework as Interim Lean manager. Set up Key Performance Indicators and Key Activity indicators. Start up a daily management system (Tier 1-3). Coaching and supporting plant manager, production manager, Maintenance manager and production leaders based on TPM and the daily operation.




Key Results
Objectives, goals, strategy and measurement including TPM masterplan for the coming 5 years. 5 S workplace organisation in place in the pilot areas. Autonomous Maintenance on processing lines step 0 till 4. Improved the Overall Equipment Efficiency with 11 %. Daily Management system up and running.



November 2005–September 2007 Outokumpu Zutphen

Outokumpu produces an extensive portfolio of rolled products made of copper and copper alloys in Zutphen, from standard copper to high-quality specialty alloys, including brass alloys, copper-tin-alloys and unique alloy CuproBraze. Number of employees:225

Project description
Responsible for building and managing a successful lean / TPM program including development of an efficient Continuous Improvement organizational framework as Interim Lean manager. Supporting team activities such as SMED Autonomous Maintenance and 5-S workplace organisation.

Key Results
Shrunk changeover on scissor units by 72% to slash material waste by 60% through leading a Single-Minute Exchange of Die (SMED) initiative as part of a large-scale lean manufacturing program. Implemented Autonomous Maintenance step 0 till 4. Reduced production breakdowns by 60% due to successful Autonomous Maintenance, Kaizen and Overall Equipment Effectiveness program implementations.

August 2005- May 2006 Fenner Dunlop Drachten

Fenner Dunlop Conveyor Belting is the world's largest manufacturer of conveyor belting for mining and industrial applications. Number of employees:215

Project description
As a consultant responsible for building and managing a successful TPM program including development of an efficient TPM Pillar organizational framework. Coaching and supporting the internal TPM manager. Leading training- and workshop sessions for senior management, middle management and front-line management.

Key Results
The traditional organisation structure successful changed in pillar driven organisation structure. Created awareness, skills and commitment in the organisation. Successful coached and supported the internal TPM manager.

Education

Business Management, Leiden
Food Technology, Ede
H.A.V.O.
Certified MPS practitioner (2014)
Black Belt
JIPM advanced TPM instructor, Tokyo
JIPM TPM instructor, Tokyo

Skills

• Operational management
• Maintenance Management
• Logistic Management
• Project management
• Supply Chain Management
• TPM / Lean/ WCOM/OpEx
• Mission Vision Strategy
• Training & education
• Organisational changes• Performance Behavior
• Standardization
• Overall Equipment Efficiency
• Safety Health and Environment
• Autonomous & planned maintenance
• Process and production optimization

Languages

Dutch (Native)
English (Fluent)
German (Fluent)

Other

Versatile manufacturing and operations management professional with advanced expertise identifying opportunities for improvement and extraordinary team-building and interpersonal skills.My mission is to let people achieve targets, because I believe that people make the difference. Only when individuals as part of a team achieve their targets a company will grow. As a professional operational manufacturing expert I have more than 20 years of experience in leading and coaching teams inside big companies from employees to senior management. The greatest satisfaction as operational manager is to see people grow during the journey to success and grow in achieving the company targets.

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