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ExperienceOperations Director at Stork Fokker December 2006 – Present Responsible for Sheet Metal, Metal Bonding, Glare and Composites parts production and final assembly at the Papendrecht site (400 employees). Lean Implementation Manager at Stork Fokker April 2006 – November 2006 Stork Fokker started implementing Lean Enterprise 2 years ago. In order to accelerate change, a Black Belt Lean office was formed. Specific task are training employees on all level, facilitating Value Stream Mapping and Kaizen Events and coaching management in the Lean transformation. Manager Supply Chain Planning at Heineken June 2003 – May 2006 Responsibilities Managing the Heineken Supply Chain consisting of 40 suppliers, three breweries, 5 LSP’s,15 international stock points and customer service at a value of 1.5 billion euros Managing a team of 15 employees Member of the Management Team of Demand and Supply Management, the Heineken Central planning department consisting of 50 staff Achievements Restructured the department from a functional to a process organization Managed various new portfolio introductions (BeerTender, USA portfolio) Set up continuous process improvement according to the TPM philosophy Set up a program to implement VMI at all 40 suppliers Supply Chain Planner at Heineken November 2001 – May 2003 Responsibilities Design and implementation of the central planning department restructuring plan Technical and functional implementation of SAP/APO Supply Network Planning, including management of the implementation core team of 8 Group Supply Chain Coordinator at Bosal International (Belgium) December 1999 – October 2001 Responsibilities Design and implementation of the full JDEdwards Advanced Planning Suite Managing the implementation team of 18 Project budget responsible (fl. 3M) Achievements JDEdwards APS suite implementation Project presentation at Focus, JDEdwards Global Supply Chain Event in Denver (USA) Operational responsibilities Group supply chain coordinator for the global tow bar division Co-ordination and support for Bosal plants in Europe, Africa, USA, Canada and Mexico Development, installation and auditing of policies and procedures for the Bosal Group Continuous Improvement Project Leader at Bosal Africa PTY Ltd (South Africa) August 1997 – September 1999 Bosal aimed toward sustainable improvement of the bottom line result for the Bosal Africa Group. A project was initiated with the help of Celerant Consulting to streamline the business processes and improve bottom-line results through continuous improvement. Responsibilities Behavioral change on the shop floor and management Implementation of continuous process improvement on the shop floor Streamline production process and material flow Managing cross-functional improvement teams Achievements 50% productivity increase and break-even at operational level Education Twente University September 1989 – August 1996 Masters Degree in Mechanical Engineering Christelijk Lyceum August 1983 – June 1989 Gymnasium B Seminar : Sheet Metal heeft LEF: concurrerend plaatwerk produceren in Nederland |
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