T +31 (0)20 4538402 CONTACT OVER ONS KANDIDATEN ZOEKEN LOGIN HOME

 beschikbaar?



managing director

managing director

Work Experience

PROFESSIONAL EXPERIENCE (SUMMARY) ( 1987-2010)

1987 -1992 DAF TRUCKS

Key points:
1. Working in technical functions resulting in the implementation of a automated production line for cabs.
2. Working 1 year abroad (UK) in a project, more strategic project with still the main emphasis on the technical aspects.
3. Main experiences in manufacturing engineering and how to approach projects in a reasonable big organization.

1992 – 2000 BOSAL INTERNATIONAL

Technical / Technical management

Key points:
1. Continuation of the experience from DAF Trucks, but more responsibility in a dynamic company with very short communication lines.
2. Broadening the experience in management positions as manager design. Wider focus including HR , continuous improvement, making budget, program management.
3. Responsible for Manufacturing and industrial engineering Bosal Group and responsible for implementation of OE programs, setting up new sites, determine manufacturing engineering strategy, strongly involved in allocation of manufacturing activity.

2000- 2001 BOSAL INDUSTRIES TREDEGAR (WALES)

Interim Managing director

Key points:
1. Management of the plant
2. Manage the closure of the plant and transfer of running production to other plants without disrupting the production lines of our OEM customers.

2002-2003 BOSAL INTERNATIONAL

Management OE manufacturing

Key points:
1. Develop KPI system to follow up manufacturing OEM in 4 plants
2. Responsible for manufacturing engineering Bosal group
3. Staff function reporting to the board



2004-2008 BOSAL CZECH REPUBLIC

Managing director

Key points:
1. P&L
2. General management of the plant
3. Manage strong growth of the plant
4. Contineous improvement
5. Responsible for sales and distribution


2008 – 2010 BOSAL BENELUX

Managing director

1. P&L
2. General management
3. Change of the plant
4. Strong focus on cost reduction


Since April 2010/ now

Senior consultant at Ascend Partners `Hands on experience from Industry`

Main focus points
1. Industrial manufacturing
2. Supply Chain
3. Lean Thinking
4. Support transfer to LCC

4. PROFESSIONAL EXPERIENCE (Detailled):
1987–1991 DAF Trucks
Eindhoven
Manufacturing Engineering

Short summary of the company:

DAF trucks is a main manufacturer of trucks with at the time I was employed 2 main factories in Eindhoven and Westerlo (Belgium). Later it took over Leyland and Freight Rover. Currently it’s part of the Paccar Group.
With my background as Agricultural engineer , DAF was an excellent experience to get familiar with the industry.

Reporting to the manufacturing engineering manager

Objectives:

• Industrialization of Body in White line of cabs. Investment € 3 milj
• Preparing production process and balancing line

Responsibilities:

• Engineering of the automated spot welding of the truck cabs
• Engineering the robotic gluing of the doors
• Engineering jigs and fixtures
• Engineering of the jigs and fixtures

Achievements:

Successful installation of the robotic welded cab and gluing line for new truck cab.

1991–1992 DAF Trucks
Eindhoven
Manufacturing engineering

Objectives:

Develop master plan to convert old fashioned press shop of former Leyland vans to a modern manufacturing location. This plant was located in Birmingham (UK) so the majority of the time as spend abroad.

Responsibilities:

• Develop a plan for refurbishment of presses
• Automation of the presses
• Develop new lay-out plan of the press shop
• Report to CEO of DAF Trucks

Achievements:

Plan made and presented to the CEO of DAF Trucks and accepted but due to already starting issues at DAF not implemented. (Approximate half a year later DAF Trucks went bankrupt).

Reason(s) for leaving:

As engineer not happy with only study and no realization
New opportunities



1992–1994 Bosal International
Lummen (Belgium)
Manufacturing engineering/project leader

Short company description:

Bosal is a major manufacturer of exhaust systems for both After Market and OEM, towbars and industrial tube. A privat held company with plants all over Europe, South Africa, Noth and South America.

Reporting to Group manufacturing engineering manager

Objectives:

Realize industrialization of new OEM projects from design, through simultaneous engineering to acceptance by the customer ( PPAP), till SOP and hand over to production. Investment level for all project approximate 15 milj euro

Responsibilities:

• Project manager industrialization major OE projects for Opel, Renault, Jaguar, Landrover, projects to be implemented in Spain, France and UK
• Work together with teams in international environment.
• Play active role in defining production process, machines, tools, jig, fixtures.
• Define lay-out in the plant together with local management
• Strong relation with product development to assure design for manufacturing
• Make sure PPAP (production part approval process) by customer is achieved.
• Control investments and production cost.
• Frequent contact with the OEM (automotive) customers.

Achievements:

• All projects on time introduced
• Developed structure for the typical OE approach which had been unknown in the Bosal Organization.

1994–1996 Bosal International
Lummen (Belgium)
Manager design

Short company/ department description:

New department which had to be manned, organized and structurized.

Reporting to Group manufacturing engineering manager

Objectives:

• Set up a product and tool design department
• Recruit tool and product designers
• Organize central tool design as service for the manufacturing plants
• Introduce design for manufacturing
• Set-up standard system for tool design
• Choose and implement new CAD system (Pro-engineer, Catia)

Responsibilities:

• For product and tool design to be done on time with the right quality
• Assure close relation with product development and the manufacturing plant
• Assure design for manufacturing

Achievements:

• Build up design department with a structure
• Implemented network and new CAD system
• Developed tooling standard database and introduced parametric design
• Introduced rules for design for manufacturing

Reason(s) for changing:

Customer teams with integrated product design were formed, which was the right strategy.
Opportunity for other responsibility

1996–2000 Bosal International
Lummen
Manager group manufacturing and industrial engineering

Short company description:

Responsible for manufacturing engineering in the group. This consists of the responsibility for the machines, tools, processes, services. Implementation of new programs in close cooperation with program management and in plant manufacturing engineering.

Reporting to COO (group board)

Objectives:

• Develop manufacturing engineering strategy Bosal Group
• Introduce lean principles
• Assure that resources (mainly machines/ tools) are on time installed
• Industrialization OE contracts
Set-up new sites

Responsibilities:

• Tool design, manufacturing engineering, industrial engineering
• Assure close relation with product development and the manufacturing plant to achieve successful implementation in plants
• Advice COO about investment requests from the whole Bosal Group (€20 milj/year)
• Calculate cost prices for quotations and play an active in the quotation process.

Achievements:

• Set-up OE(Opel, Suzuki) in Bosal Czech Republic (which was a small operation), from design to a production process.
• Set-up facility in Argentina, Warren from green field; infrastructure, process and introduced new contracts.
• Implementation contracts for Renault, Opel Corsa, Peugeot together with local plants.
• Developed manufacturing (engineering) strategy for the group


Reason(s) for changing:

New opportunity in plant management. More direct operational responsibility

2000–2001 Bosal Industries Tredegar
Wales
Plant manager

Short company description:

Bosal Industries Tredegar was a mainly OEM exhaust (first Tier) company which had been generating losses for several years. Decision had been taken to close the plant and to transfer all OEM to other Bosal plants in Europe. OE customers were Opel, Renault, who were of great importance to the Bosal Group, Landrover, LDV, Aston Martin. Turnover 15 milj, 150 employees.

Reporting to COO (group board)

Objectives:

Close the plant and transfer the business to intercompany plants. Without stopping the production lines of the customers.

Responsibilities:

Keep the plant running, keep on delivering to the customers (OE: Landrover, Opel Elsmere Port, Renault Luton, LDV, Aston Martin) and transfer everything out in 9 months time.

Achievements:

By working closely together with the OEM customers and the receiving plants all business was transferred without stopping delivering the customers.
Improvements were indicated to transfer the business profitable.

Reason(s) for changing:

Job was finished when plant was closed and new opportunity was offered.


2002–2003 Bosal International
Lummen (Belgium)
OE manufacturing Director Europe


Short company/department description:

A new function, to follow up the manufacturing of the OEM plants in Europe as a kind of staff function to the director OE. Turnover 100 milj, 600 people, 4 plants.

Reporting to OE Director (group board)

Objectives:

Follow up local plant managers to assure achievement of targets according to budget
Group manufacturing and industrial engineering
Project control of OE projects

Responsibilities:

Manufacturing OE in Europe (Spain, France, Czech Republic, Turkey)
Follow up management reports and key indicators and if needed correct
Stimulate continuous improvement by setting up teams in different area’s
As in previous function as manufacturing engineering manager
Project control of OE contracts

Remark:

During period got more and more involved in major OE contract as interim project manager due to difficulties with the project.

Achievements:

Was a new function so set up follow up system of key indicators for productivity, improvements, scrap, maintenance etc….
Set-up improvement teams in plants (similar to kaizen teams)
Implemented new OE contracts

Reason(s) for changing:

Due to lack on real longer term operational experience was the MD function of a growing plant interesting and challenging for myself.


2004–2008 Bosal Czech Republic
Brandys Nad Labem
Managing Director


Short company description:

Bosal Czech Republic was limited operation and had to grow mainly in OEM. This happened, the company increased significant and got major contract from Opel, VW, Suzuki, Skoda. The building was extended and the turnover increased significant. Also profitability increased during this period. Turnover 60 milj, 600 people.
Reporting to COO (group board)

Objectives:

• Manage the plant and achieve budget
• Introduce complex OE contract (exhaust manifold)
• Expand the plant and build team
• Increase sales in After Market in Czech Republic and Slovakia
• Set up distribution centre for Central and Eastern Europe for the After Market

Responsibilities:

• Development of Budget
• P&L
• Responsible for OE/AM production
• Customer contacts
• Responsible for AM sales Czech Republic/Slovakia
• Responsible for supply AM in the region
• Strongly involved in new contract quotations
• Introduction new contracts

Achievements:

• Introduction new OE contracts for Opel, Suzuki, VW, Skoda.
• Growth of employees from 200 - 650
• Reduced scrap OE to 1%
• Profitable
• Installed management team
• Structurized the plant
• Introduced Kaizen teams and continuous improvement
• Productivity improvement of 20% last 2 years
• Set-up distribution Eastern and central Europe for AM
• Increased sales AM with 30% last 2 years
• Certification of the plant ISO 14001

Reason(s) for changing:

New challenging opportunity


2008–April 2010 Bosal Benelux Belgium
Oevel (Belgium)
Managing Director

Short company description:

Bosal Benelux is the oldest plant of the Bosal group. Lack of flexibility, strong unions in an expensive labor cost country has resulted in a loss making company. My task was to change this. Turnover 160 milj, 500 employees.

Bosal Benelux activity consists of:
• Industrial steel tube manufacturing, marketing and sales
• AM exhaust manufacturing and sales
• OE exhaust for trucks busses and industrial vehicles (road works, agriculture..)
• European distribution for AM

Reporting to COO Director (group board)

Objectives:

• Manage the plant and achieve budget
• Change the plant
• Make it profitable

Responsibilities:

• Development of Budget
• P&L
• Responsible for OE/AM production
• Customer contacts
• Responsible for AM sales Belgium
• Responsible for distribution AM in Europe
• Strongly involved in new contract quotations
• Introduction new contracts
• Develop Truck, Bus and Industry Exhaust business in Europe

Achievements:

• Rationalized production AM
• Reduced complexity (ongoing)
• Got new contracts for Truck Bus Industry exhaust
• Reduced cost structure of the plant with 15%
• Reduced stock levels with 15 milj (30 %)

Ongoing
• Restructuring of the plant to be profitable next year and next 5 years
• Changing plant lay-out
• Introduction of kaizen

Reason(s) for changing:

Dispute about the road to follow in the plant with our owner Karel Bos (82 years old).


April 2010-Now


Senior consultant at Ascend Partners (together with Karel Bos, former CEO of Bosal group and the son of the owner).

Consultancy focused on industry to support in manufacturing, supply chain, lean thinking and introducing lean, support transfers to LCC.


Education

Landbouw universiteit Wagningen
Landbouw techniek
Lean Thinking


. EDUCATION:
1979–1987
Agricultural University Wageningen
Thesis: Ergonomics
Economics
Design of simulation model of a Tractor.
Practical Stage: 6 months in USA at Texas A&M University.

COURSES:
1998-2001 Management courses,Theory of constraints, QS9000, APQP.
2001 Lean manufacturing
2002 Master class Course for high potentials Bosal Group (3 weeks)
2006 Kaizen, Lean manufacturing


HOBBIES:
Sports: Cycling, Mountain biking, ice skating, skiing
Gardening, Refurbishing house Theatre, film
Theory of contraint


Skills

General managment, operational management, Program Director, Program Management, Technisch Management, Lean Thinking, Kaizen, Change Managment

Languages

Nederlands, Engels, Duits, Frans (Basis)

 beschikbaar?