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Operational Improvement Manager/Lean Six Sigma Black Belt

Operational Improvement Manager/Lean Six Sigma Black Belt

Work Experience

2-2014 2-2015
Plating Solutions BV in Lelystad

Position: Manager Operations (member MT) (ca. 50 ftes)
Responsible for Production, Project office, Procurement, Logistics, Quality and Maintenance
- Daily managing operations
- Customer contact
- Reorganisation, structuring of primary and supporting processes
- Development management tools/reports
- Improvement projects with Lean and Six Sigma principles

Reduction rework 30% to 5%
Reduction of customer claims with 83%
Turn over 27% above target

09-2012 - 02-2014
Tata Steel in Velsen

Position: Program Manager/ Principle Project Manager:
Responsible for Maintenance Programme of central maintenance department HTD (850 ftes).

Management of project teams and collaboration between the project teams. Communications and reporting regarding the programme progress to all the stakeholders (Works Council, Site MT and other programme boards)

The programme is part of site improvement programme. It consist of 4 projects:

1. Selection of future activities
The central maintenance will focus on specific maintenance of critical A equipment

2. Standardisation of work processes
A standard work process for all 10 product groups which must have a seamless connection to the standard work process of the site work units. An accurate management system with the right KPIs in a Management Information System

3. Competentences, Skills and Knowledge
Visualising the requirements of the competences, skills and knowledge of the maintenance employees based on the selected future activities. Development of training, procedures, etc. to achieve this.

4. Change
The central maintenance department needed to act as a partner of the work units instead of only being a service provider. To achieve this a culture change was necessary. The employees should be aware of the customer wishes and expose ownership of the customers equipment. The mindset and behavior had to change.

Savings after realization : 8 Mln/year
Realized savings end 2013 : 2,8 Mln

04-2010 - 08-2012
Mitsubishi Heavy Industries Equipment Europe (MEE) in Almere

Position: Improvement Manager:
- Implementatie Lean Six Sigma governance
- Training and coaching Green Belt engineers
- Initiating and project management of several Six Sigma (Black Belt) process improvement projects
- Development and execution of internal trainings.
- Managing and supporting process improvement projects at suppliers in Europe and Japan

Several reprocess reductions, solved quality issues, capacity improvements and primary and secondary business process improvements
Savings: > 6 Mln

03-2004 - 4-2010
Mitsubishi Heavy Industries Equipment Europe (MEE); Almere (ca. 750 employees)

Position: Manager Production Engineering & Maintenance (ca. 70 ftes)
- Responsible for development, improvement and maintenance of 32 high technologie production lines for production of turbo chargers for the automotive industry
- Reorganisation, professionalize and structure of Production Engineering and Maintenance department
- Development and implementation of primary and supporting processes, management tools and (K)PIs conform ISO TS 16949
- Development and Implementation Maintenance Management System
- Leading Project Managers, Maintenance Manager and multi disciplinary teams for process improvements
- Budget responsible
- Implementation Six Sigma
- Development and implementation of Maintenance concepts/plans

- Achieved professionalized Production Engineering department and Maintenance department to support 200% business expansion in 4 years
- High grade of standardisation of production processes
- Machine designs with standard concepts/modules
- Operational Maintenance Management System
- Maintenance concepts/plans
- Several Lean Six Sigma projects

09-1997 - 02-2004
Stork MPS BV; Lichtenvoorde:

Position: Manager Research & Development/Engineering (12 ftes)

- Responsible for development and implementation of serial and customised machines for automation of meat processing industry
- Budget responsible
- Project management and managing multi disciplinary teams
- Internal process improvements primary and supporting processes of Supply Chain

02-1995 - 09-1997
Stork MPS BV; Lichtenvoorde;

Position: Research & Development Engineer.

- Development of machines for meat industry
- Specialisation: Servo technology, (soft PLC) PC control systems, communication systems, meat process technology, HACCP, EHEDG


HTS; Operational Technology; Amsterdam, diploma 1990.
University of Twente; Enschede, Mechanical Engineering, diploma 1994. Specialization: Automation.

- Communicatie Interactie Gesprekstechnieken/Sociale Vaardigheden
- Quality Function Deployment
- Stork Management leergang;
- Total Quality Management
- Financial & Strategic Management
- Managing the design factory;
- NIMA-A, B Marketing
- General Management
- Quality Safety Health and Environment
- NEN 3140/1010 Installation Responsible
- Lean Manufacturing
- Process Management I-II-III
- ESD (Electro Static Discharge)
- Lean Six Sigma Black Belt (certified)
- CE machine safety guidelines
- From specialist to trainer
- Brain Learning
- Coaching others
- Ultimo (Maintenance Management System)


Six Sigma, lean, FMEA, PCP, TPM, OEE, 5S, 8D, RCA, SMED, TQM, DMAIC, SPC, PDCA, Engineering, Operational management, Program and Project Management, General Management, Food, Automotive, Change Management/verander management, Process Improvement, Strategy, Engineering, Dedicated, learning, driven, listening, coaching, positively, reliable, communicating


Dutch, English, German


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