Amersfoort, Utrecht, Netherlands
As a leader, people describe me as critical though fair, setting a high bar whilst willing to help to meet and exceed expectations. I try to value every team member’s unique contribution to the team, ultimately leading to perfect synergy hence fantastic results. Recognising potential and developing talented people to get the best out of them is one of the most important and honourable aspects as a leader. With a background in Chemical Engineering, I have the ability to fluently designing new processes, adapting current techniques and solving problems on a day to day basis. Moreover, I developed myself in people managing skills, accelerating daily change management and enhanced project management. The combination of utilising technical opportunities and letting people work as a team is of my greatest interest; hardly never a solution is only focused on one of Ishikawa's 5M's. Within my career, I have been a Six Sigma Black Belt member and project leader of several DMAIC-projects and thereby delivered sustainable quality and cash for the business. I have been plant’s Pillar Lead for PM and AM and have experienced the power of collaboration between them.
Leading the company’s largest plant through a turnaround, restoring profitability and external reputation. Developed and deployed a Lean-TPM based strategy to secure long-term performance.
Leading the Senseo Packaging team with Operations, Maintenance and the Plant Purchasing Team integrated. In Senseo, we focus on AM Step 4 and PM Step 5 on our journey to stable MTBF and GE/OEE. Improving Operator autonomy and ownership is key to grow our results.
Maintenance is much more than keeping up basic conditions. Craftmanship and strategy drive innovation. I strongly believe in creating creative collaborations to improve on PM and Maintenance Utrecht within the Global Pillar. My main priorities lie in the field of Safety, PM effectiveness and bottom-up costing. All enabled by building a strong team with unique talents. In 2023 I am responsible for restructuring the Utrecht Maintenance function to fit the organisational structure to current needs. Part of the strategy is to safeguard the current high level of PM (plans, systems, execution) and to set the scene for intensive collaboration with AM to enable the next S-curve step in our results.
With my team of planners and technicians responsible for the daily planning and execution of preventive maintenance and production support. Getting all members of my group to a higher level is the main strategy to improve maintenance efficiency and growth for the future. Close interaction with Production representatives enhances effective use of time and leads to creative solutions in performing revisions and repairs.
At Abbott Laboratories Zwolle, I was responsible for two aseptic processing and packaging lines (UHT product sterilisation and packaging in Tetra bricks and bottles) as a Process Engineer on a daily base. Execution of a number of smaller improvement projects as well as being a member of a Sig Sigma project team for factory-wide process improvement was complementary to the daily operations. At Abbott, the highest goal is satisfying the needs of the patient, being not only a credo, but as part of the DNA. Applying this in all process related activities and decisions was one of my key goals as a Process Engineer.
The project is set up to investigate certain process variations impacting the finished product. Goal is to reduce these variations to improve product quality. The scope includes different lines in the plant, from Processing to Packaging.
Sales employee in a do-it-yourself store.