Specialties: Viral change management through business process automation / Change Management / Operational Excellence / Turn arrounds / Interim Management / Supplier development / Balance score cards / KPI dashboards / Financial cash boards / Executive Management Coaching / Building strong Management teams / Brand management / Communication optimization / Cost Models in combination with OEE dashboards Valorized in money not in % / Operational Assessments.
Operations Director Aluminum. @ Operations Director Aluminum for the Aluminum Operations in Czech Republic, Italy and South Africa. Responsibility for Manufacturing Engineering in Europe, Africa and Asian Pacific Aluminum plants. From January 2013 to Present (2 years 10 months) konigswinter; germanyEGOO @ Maxion wheels @ Support and coach global site managers and management teams in implementing Operational excellence tools and methodology. Implementation and setting up sustainable structure for a lean management environment and Philosophy. Creating transparancy on plant cost structures and how to improve. From January 2013 to January 2014 (1 year 1 month) globalEGOO @ United Drug Packaging Group @ Support and coach global site managers and management teams with the wright tools and analysis to increase OPEX efficiency. Install long term management tools and business analysis tools as future basis to expand the business. From October 2012 to December 2012 (3 months) HeerenveenEGOO @ JCI - Supplier development Europe @ Automotive Industry Interiors systems. Arms-length of JCI internal audit teams. Responsible for critical suppliers in Europe, metals and plastics. Special project to make supply base best is class and achieve manufacturing excellence. From January 2011 to June 2011 (6 months) EGOO @ Programm Manager Integration @ BKM( Hasselt) &BCOM( Vilvoorde) are BENELUX player in the SME segment for One stop shop concepts in Voice, Office, Mobile and Data solutions. EGOO contributed in the total integration of the two companies as a support for higher management. Business plan, organisational structure, operational reporting, master planning as well as long term KPI's for continuous improvement in each department where headlines of the integration. From September 2010 to June 2011 (10 months) EGOO @ DSM - Program Manager Indirect spend @ EGOO @ DSM contributed with consulting and introduced web based umbrella system above all SAP systems to get full transparency on spend in their worldwide supply base. Agile and scrum methodology was used to achieve these goals in very short time frame. Run a program to change DSM sourcing from local buying community to global service buying center. From Business group towards Hub structure. Guide and lead program and develop people, process and systems to consolidate supply base. ( USA, China, Europe ) From September 2009 to 2010 (1 year) EGOO @ Electrolux - Programm Manager E-auction @ EGOO contributed on Allors platform to set up E-auction platform to decrease spend for direct and indirect supplies as part and last loop of the negotiation process in purchasing. EGOO is also independent host with own E-auction platform to host auction for several other customers. From January 2009 to March 2009 (3 months) Brussels Area, BelgiumPUNCH - CEO BBS / geschaftsfuhrer @ CEO BBS International GMBH (Aluminium casting, Forging, Flow forming wheel plants. CEO BBS of America in Atlanta (in all plants board member). 5 prodcuction locations ( china, Italy, Germany, USA )Total turnover apx. 140 mio. and 1450 employees. (full P&L responsibility). Turn around of the company in 2 years. From 2006 to 2009 (3 years) GermanyPUNCH - CEO Hoboken plant Antwerp Alu wheels production for OEM @ Turnarround and finitive closure Hoboken plant Antwerp Hayes Lemmerz. Consolidation for BBS International GMBH. From 2008 to 2008 (less than a year) PUNCH - COO XEIKON @ Operational Copy paste ( added value )from Automotive in Graphical industry. Global network of Sales and service offices. CTP technologies and Digital colour press. Optimise complete supply chain and work in capital. Total turnover apx 180 mio and 660 employees. Clean room assembly and high tech assembly activities including supply chain chain. From 2007 to 2008 (1 year) PUNCH - Managing Director @ Installing ex-patriot management team. Bottleneck management, implementing in line production and Shop floor control system Copy past Plant management tools and daily reporting. Changing Planning principal " plan in time not in numbers and breath on safety stock "and regain customer credit on quality. From 2004 to 2007 (3 years) PUNCH - Managing Director @ Turnaround and downsizing direct and indirect structure after insolvency. Automotive sheet metal plant with 450 employees. Press machine park up to 1600 ton closing power. Welding robot automation and assembly. Downsizing to 300 employees and heal cash flow by operational excellence. From 2004 to 2005 (1 year) PUNCH - Managing Director @ Plant Manager PLASCOBEL. ( Board ) After take over from PUNCH (430 p/53 Mio€ TO)(43 injection machines up to 3600TON. Restructure operations , since project team was out after launch P&L was dropping. To many direct and indirect people in organisation. Restructuring plant from 427 to 240 people. Outsource and launch 25% of TO to Slovakia. Implementation of daily reporting tools and structured management meetings and long term KPI’s. Visualize structure to all employees and improve communication and supply chain.
Implement operator identification and traceability via shop floor control system. On line reporting with action plans and setting priorities in necessary improvements. From 2002 to 2004 (2 years) Engineering Manager @ Responsible for group of Programm and Project Managers. Implementation of automotive APQP faze gate structures. Resource planning, project profitability and cost models. Set up of EAD project portal and PLM system. From January 2001 to January 2002 (1 year 1 month) BelgiumProject Manager @ Pillar trim and Instrument Panel for JCI OPEL ASTRA 33XX
Implementation new technology Back cloth injection , laser cutting, edge wrapping high volume projects. Development from Engineering to production implementation. Setting up structure in Project team , communication tools. Manufacturing plant was in Belgium , project team was in Scunthorpe England. Customer interface for this project (ownership on project balance, cash flow, quality, yield.) Parts related : A, B, C, D pillar, instrument panel, console, glove box, steering trim. From January 2000 to January 2001 (1 year 1 month) Consultant @ Programm Manager Linpac Automotive. Astra 33XX platform. JCI interiors. From January 1994 to January 2000 (6 years 1 month)
Master of sience, Science @ Master of sience From 1988 to 1992 Civil Engineer Electro - Mechanics, Electromechanical Engineering @ Hasselt University Belgium From 1988 to 1991 Wald Westerlinck is skilled in: Change Management, ERP/CRM, Operational Excellence, Continuous Improvement, Automotive, Negotiation, Contract Negotiation, Supply Chain Management, Business Strategy, Process Improvement, Supply Chain, Lean Manufacturing, Product Development, Outsourcing, Manufacturing, Life Coaching, Sales Management, Six Sigma, Coaching, Leadership, Mergers, Kaizen, Operations Management, Quality Management, Business Process..., 5S, Restructuring, Cross-functional Team..., Value Stream Mapping, Injection Molding, Management Consulting, Management, Business Planning, Project Planning, Team Management, CRM, Sourcing, Business Analysis, Executive Management, Purchasing, Analytics, Performance Management, SAP, Strategic Planning, Project Management, Engineering, Analysis, Procurement, Process Engineering, Continuous improvement
Websites:
http://www.maxionwheels.com