Eindhoven, North Brabant, Netherlands
Drive transformation and create durable change in complex environments, bringing strategic vision. Experience in general management of Operations, Quality and Industrial Engineering of big international groups. Knowledge of the most advanced technology environments and of the main international cultures, from Europe to Asia, being myself and expat for almost 20 years. Interested in changing the basics and in major innovation challenges, while delivering operational results. Management style based on both Kaizen and German industry education, coupled with strong multi-cultural capability and curiosity. Currently, I’m exploring new directions, having achieved at the age of 58 the key objectives of an international management career. For this I have established an individual enterprise on one side, and I’m also open to share my experience in transformation challenges based on temporary support. With my individual business I’m testing small ideas in the fields of mechanics, software and new consumer products, and in the field of consultancy I can bring my large and unique experience to help the integration of disperse networks, the rationalization of product catalogues and international footprint, the development of new high-tech products starting (when applicable) from structuring advanced R&D and strategic marketing.
I joined ASML to create competence and structures for Industrialization and for Quality, in a highly technological company which leads the innovation of all the Semiconductor business. Starting 2008, I did create in parallel and from scratch the Quality and the Industrial Engineering teams, in an environment proudly concentrated only on crazy innovation, and satisfied with it. As VP Corporate Quality, in 2008-9 and again as of 2012, I created an organization and a Quality Management System designed on prevention and early identification of quality risks, growing the team from 50 to 200p. in 5 factories and 3 development centres. The approach was quite innovative, designed for High-Tech and Innovation companies, and some of my methods and tools (eg. AIR system for Issue Resolution) have been well regarded. I can be more or less satisfied with the results, especially the bypass of procedures when projects got late or didn’t deliver, anyway all new products from our end-tier customers have reached the market (Apple, Samsung). As SVP Industrial Engineering (I.E.) between 2008 and 2011 I did create processes and teams dedicated to that for the first time in the company, growing fast from 0 to 420p. I.E. did complement and complete the design process of ASML, adding a full industrial engineering phase to the 3 engineering levels of Advanced Research (R&D), System Engineering (SE) and Product Development (D&E). Also here the approach was quite innovative, and the results of my management period are visible in the new machines, with ramp-up capability twice as fast as before, reduction by factor 3 to 10 of major issues in new developments, better machine stability etc. On top, factor 2 or 3 improvement in several quality parameters of the pre-existing platforms and, above all, a re-design of the key module of the NXT platform led by my team, which has extended the lifecycle of that platform, compensating for the late arrival of the next platform of NXE machines.
I joined ALSTOM to drive an internal start-up, the Business Unit Components, where all critical modules of trains and metros (bogies, traction, motors…) and all critical buys in term of functionality (brakes, doors, …) are grouped, developed, managed world-wide and delivered to the “Product” Business Units. For the ‘make’ part, leading both Operations and Product development (900 mio€/y, 1900p.) in 2 years I changed the footprint into 4 centres of excellence for the strategic internal makes, with closure of 50% of the initial production sites, creation of single development centres in Europe and of one low-cost production site in Asia (4 JV’s in total, the last one in China created in this period). On the ‘sourcing’ site of critical modules (additional 900 mio€/y for all other divisions) I defined the ‘product catalogue’ of critical components, driving the key development projects with the selected suppliers, creating sub-systems usable by multiple product families, with cost savings of -20% in 2y. My division has been the largest contributor to the financial recovery of ALSTOM Transports in 2005-2008, after the crisis of 2004, the Rail Speed Record in 2008 is largely a result of the innovation in my division. Mid 2007 I took the new position of SVP Business Excellence, to face the growing challenges of quality and on-time-delivery of all Transport BU’s, creating a corporate quality organization (ca. 1000p.) out of a set of ca.50 local quality teams, and driving corporate improvement initiatives. Fast result in 1 year were 50% improvement in project’s Gate Reviews and reduction by -50% of suppliers’ defective parts.
I joined OM to restructure the Operations and manage the integration with Linde and STILL, European leaders and owners of OM. As COO of the small company, I was Technical Director in Milano and a.i. Plant manager in Bari, member of standardization committees with Linde and responsible of the JV with Komatsu Forklift. During the crisis of 2002-3 I reduced by 30% the headcount of the factory and changed the mix of make/buy, allowing lower break-even.The restructuring was successful, and at the end of 2003 I started the renovation of the product range, with new models like XD 25/30: the previous range from OM-FIAT was 6 –15y old.
I started as Plant manager of the small Vacuum Pump division, ex-Bendix Italia. We did expand with success our customer base in all Europe, gaining the confidence of the BOSCH headquarter in Germany, and developing products and manufacturing processes for the new Common Rail business. After 2 years I moved to the headquarter of BOSCH Braking division (K1 at the time) in Paris, to drive change programs and integration of the French teams into BOSCH culture and processes. I was responsible, among others, of the product standardization activities across Europe, named Ratio Project Planung, and developed a new approach supported by an innovative IT system. In April 2000 I took the responsibility of Director Quality Actuation Europe (180p., 5+2 factories) with direct contacts will almost all car manufacturers for quality and safety risks: in the following 2 years recalls were reduced by -95% and 0-mileage ppm by -65%, in a period of high stress due to the increased customer sensitivity to recall campaigns. These 7 years in BOSCH have been intense period of learning, in the specific of Quality being in contact will all car manufacturers for the most relevant safety component of cars, but also in term of organization, innovation management and culture.
I was responsible of Means and Methods, Industrial controlling, Maintenance, Production equipment investments and Product design for the machine body and structural parts. Our factory became in 3 years the only factory of dishwashers for all Electrolux, did grow more then double, and achieved a +48% productivity improvement. The factory is still producing in 2015, which is the best recognition of my integral re-design of the operations. Here I got the opportunity to learn and practice Kaizen and Toyota Lean Manufacturing with the first course held in Europe by Mr. Masaaki Imai himself: I did drive the program for 4 years, moving from shop-floor projects to support function improvements. My industrial culture and style is still that one.