3. • Successful roles in a Regional and Global business teams
– Procter & Gamble (1995-2013)
• Global Innovation delivery leader (Ocean product)
– Lead as manufacturing leader in the Global team
• Feminine Care (business unit) CEEMEA Manufacturing Capability Leader
– 10 Manufacturing Sites to support Plant Managers and their TPM Leaders in delivering Operational
excellence business measures
• Fabric & Home Care (business unit) WE Manufacturing Capability Leader
– 10 Manufacturing Sites to support Plant Managers and their TPM Leaders in delivering Operational
excellence business measures
• Global Education & Training TPM Pillar leader for the business units in EMEA
– Heineken (2013 until now)
• C&EE Regional TPM Manager
– 35 Manufacturing Sites (Breweries and Water plants) to develop leadership teams competencies in
TPM progression to deliver manufacturing excellence breakthroug
• Global TPM People Development Master Pillar leader
• Global TPM Autonomous Maintenance Master Pillar leader
• Global Supply Chain HPO (High Performance Organization) methodology development and
roll-out owner
• Global Supply Chain Organization & Change Management process and roll-out owner
• Global TPM business consultant, TPM Auditor
– Development of the TPM audits content
– Development of the competencies for the internal consultants to support their Operating Companies
– Coaching and Consulting visits with the hands-on workshops in the operations focus areas (making,
packing, logistics) for 12 Manufacturing Sites (Mexico, Vietnam, China, Czech, Slovak, Netherlands,
Austria)
What I’ve done…
4. • Led business results and People competencies development via Organization &
Change management:
– Outsourcing of non-core roles for the manufacturing site
– Establish Toll manufacturing business process including ‘Closed bonded warehouse’
– Business expansion of the Manufacturing Site in Ukraine
• New operations (paper product)
• 40% of new hires up to the Department leadership team
– Downsizing operations in Germany
• ‘Unattended’ operations
• Multi-skilled operating teams
– Development and support in implementation of the Global People Development TPM
Pillar down to the Manufacturing Sites globally
– Merging of Autonomous and Progressive Maintenance TPM Pillars on a Manufacturing
Site level globally
What I’ve done…
5. • Manufacturing Sites, Supply Chain leadership experience
– Led Manufacturing Site in Ukraine
• Making, packing, logistics operations
• P&L, Capital and expense budget
– Led Supply Chain in Germany
• plant manager with up-stream and down-stream business processes ownership
– Making, packing, logistics operations
– P&L, Capital and expense budget
– New product innovations
– People competencies development
– Suppliers business optimization
– Customers business development partnership
– As Manufacturing capability Leader and TPM consultant:
• working in strong business partnership with the Plant managers to support their business
and leverage resources for development and roll-out of the best practices
– Site Operating strategies development
– Cost and cash saving opportunities identification and plan execution
– Performance reliability improvement
– Productivity improvement
• Establishing Centres of excellence in the focus areas (Rapid Change-overs, Remote
maintenance, Lights-off operations, Multi-skilled Operating teams) based on the
compelling business needs
What I’ve done…
6. • Work with People for the People
– Established communication channels with the People and the works council
via development of the ‘collective agreement’
– As HR director and Business owner I had zero employee relations issues
due to the labour disagreement
– Having diverse geography of the Manufacturing Sites location, it was very
well established communication and business support processes to drive
results:
• People competencies on Sites
• Effectiveness of the communication channels
• ‘right people in a call/meeting’
• Support Plant managers in conversion of their opportunities into the
commitments and help to remove risks as a Team work
What I’ve done…
7. What I would do the same…
A crisis is a terrible thing to waste
Outsourcing of non-core roles for the
manufacturing site. From concept study to kick-
off
Established Toll manufacturing business process
including ‘Closed bonded warehouse’ inside the
manufacturing site premises
Develop a plan to create right competencies for
People to be able to work in different product
platforms => ‘lights off” operations
8. What I would do the same…
Never be a ‘passenger’ in a meeting
GEMBA => go see by yourself. Didn’t see? Have no rights to talk about the
topic
‘Morning on a shopfloor’ as a vital leadership process to be able see,
understand and support (coach, mentor) your People
Constructive in a feedback, use right forums to engage needed People into
discussion. Look for solutions via Team members engagement
9. What I would do the same…
Focus on results, not on face time in the office
GEMBA => go see by yourself. Didn’t see? Have no rights to talk about the
topic
‘Morning on a shopfloor’ as a vital leadership process to be able see,
understand and support (coach, mentor) your People
Constructive in a feedback, use right forums to engage needed People into
discussion. Look for solutions via Team members engagement
COMPLACENCY is the killer!
10. What I would do the same…
Have a sense of perspective.
We produce and sell Consumer goods – not world peace.
20/80 principle for priority setting
Be in visionary of “why” and “what” is
needed
Be strategic in supporting your Team
diversity to “how” to deliver
Work – Life balance important to have
happy and motivated People to deliver
A Vision binds the entire organization
11. What I would do the same…
Be flexible to move where you are needed
12. What I would do the same…
‘Reach out & Cross-over’:
In any Role figure out how to be a great partner and lead the
Team…Plant, Regional, Global
In a Regional or Global role, be superbly in touch and deliver for your
Customers (Plants, Teams)
13. What I would do the same…
Consider building the organization FUN – find your passions
and do loads of it
Demonstrate and share your
energy with your colleagues!
14. What I would do differently…
Take on more multi-functional
(Finance/Product Supply/Cost)
leadership
No one is perfect. While targeting to
have “FTR” (first time right)
consider that it’s never right first
time because of:
• Diversity in the end-user
feedback
• On-going industry best practices
Opens vast amount of opportunities
15. What I would do differently…
Don’t be shy about asking for
mentoring or advice
