Menen, Flemish Region, Belgium
Na een jarenlange carrière binnen het domein van kwaliteit, voelde ik de nood aan een nieuwe uitdaging en die vond ik in veiligheid en welzijn op het werk. Doorheen mijn carrière heb ik veel kennis en ervaring opgedaan bij het integreren en handhaven van zowel het kwaliteits- als het veiligheidsbeleid. Ik ben een pleitbezorger van orde en structuur met aandacht voor betrokkenheid en bewustzijn van zowel leidinggevenden als werknemers. Een balans vinden tussen ‘hoe we willen dat er gewerkt wordt’ en ‘hoe er gewerkt wordt’. Mijn missie is om bewustzijn te creëren voor veiligheid en gezondheid en dit zowel op de werkplaats als thuis.
As the first full-time Prevention Advisor at Thule, I took on the challenge of restructuring the company’s safety and wellbeing strategy. My focus has been on building a strong safety culture by enhancing both operational safety and management involvement in safety processes. Upon starting, I conducted in-depth assessments of the existing situation and set strategic priorities. This led to the implementation of comprehensive safety measures, including first aid, fire prevention, accident management, periodic inspections, safety instructions, and explosion safety. A significant part of my role has been improving safety competencies across the organization. I achieved this by establishing targeted training programs, safety information sessions, onboarding procedures, and conducting task risk assessments and workplace observations. These initiatives not only strengthened our safety culture but also improved safety awareness and behaviors on the shop floor. Throughout my tenure, I have systematically carried out risk assessments based on urgency and contributed to the development of a comprehensive safety policy. I also initiated monthly safety rounds, which increased management engagement in safety matters. As a result of these efforts, I was promoted to Head of Internal Services, overseeing a team of two Prevention Advisors. We are currently preparing for ISO 45001 certification, further demonstrating our commitment to continual improvement in health and safety. My experience, coupled with the completion of Level I Prevention Advisor training, has further deepened my expertise, allowing me to implement lasting changes that have strengthened Thule’s safety culture.
At beMatrix, a rapidly growing company, I played a key role in developing and integrating both quality and safety within the organization, which were previously underdeveloped. When I joined beMatrix, I was relatively new to the safety field but quickly recognized the long road ahead to create an integrated safety culture. I began my journey by pursuing Level II Prevention Advisor training in early 2019. Although the path was challenging, my pragmatic and structured approach earned me recognition within the company, and I gradually became a trusted advisor on safety matters. In 2019, I focused on technical safety aspects such as first aid, fire safety, accident investigation, and 5S. By early 2020, I shifted the focus towards building safety awareness through toolbox talks, information screens, and similar initiatives. In response to the COVID-19 pandemic, I worked with key stakeholders to develop and execute a comprehensive risk analysis, business continuity plan, and lockdown restart strategy. During my time at beMatrix, I helped raise the level of safety sensitization and maturity within the company, and the next challenge will be working on deeper integration and cultural alignment in the future. On the quality side, I contributed significantly to improving the outgoing product quality by introducing a “lock on the door” concept. I also worked on improving the transparency of customer complaints, prioritizing and addressing them within a multidisciplinary team. Key initiatives included mapping processes, defining the right measurement tools, and standardizing documentation. This journey has been both challenging and rewarding. Although the COVID-19 pandemic brought about significant changes for the company, it also provided an opportunity for me to explore new challenges and opportunities outside of beMatrix.
As Quality Control Manager, I was responsible for overseeing the quality management processes across the plant, ensuring both raw materials and finished products met the highest standards. I managed the quality control system, including material specifications, evaluations for new materials, and supplier qualifications. I led the quality lab team, ensuring all standards were met and fostering a quality-first attitude across the organization. I also managed the complaint system, addressing both supplier and customer issues and ensuring timely follow-ups on blocked production and returns. Additionally, I prepared and executed certifications for glass wool and blowing wool and analyzed production quality data to ensure continuous improvement. I played a key role in product development, overseeing internal test procedures and approving new product codes. I administered the ISO 9001 Quality Management System, ensuring integration with ISO 14001 and ISO 50001, and worked to make the management system accessible and practical for daily use across the company.
I had the opportunity to build the quality department from the ground up at JTI, adapting global supply chain policies to the unique needs of our factory. We systematically developed, implemented, and maintained a robust quality management system, with a strong focus on fostering a quality-driven culture within the organization. Despite a significant increase in sales volume, we were able to reduce customer complaints by 39%. One of my proudest achievements was leading the implementation of an integrated pest management system, which reduced beetle counts by 97%—ranking second in improvement across all JTI factories. We also achieved "best in class" 5S3R results for both the Quality office and lab, and worked hard to engage employees in building a positive safety culture. As part of my role, I was responsible for coaching and mentoring my team, ensuring they were motivated and inspired. Additionally, I served as an internal quality trainer and contributed to local and cross-factory projects, including core team involvement in product lifecycle management initiatives.
When I was assigned to this function, my predecessor had already left the factory for almost one year and most of the activities had continued in the way they were left behind. I seized the opportunity to review and streamline processes, focusing on those that directly contributed to customer satisfaction and compliance with legal requirements. Reporting to the Plant Quality Manager, I managed all in-process quality activities in line with ISO 9001 and ISO/TS-16949 standards. Leading a team of eight, including lab associates and quality operators, I implemented more efficient practices. One of my key achievements was reducing in-process quality checks by shifting the focus to in-line auditing, which enhanced real-time issue detection and overall efficiency. I developed a visual quality catalogue for in-mould strain reliefs, enabling consistent pass/fail decisions during inspections. I also worked to empower the quality operators by improving their problem-solving skills, resulting in quicker and more effective issue resolution. In addition to overseeing internal audits and participating in new project startups, I played an active role in fostering a positive safety culture. I ensured the accuracy and reliability of test equipment, contributed to FMEA sessions, and led process improvements that reduced costs while enhancing quality. My work focused on optimizing critical process variables to maintain high-quality standards throughout production.