Frank Linnerz has over 29 years of experience in the packaging industry, starting as an apprentice and working his way up to director roles. He has a strong background in operational excellence and lean manufacturing, having led continuous improvement initiatives across multiple companies. Currently he is the Director of Operational Excellence at DS Smith Paper, leading lean implementation and best practices development across 9 mills.

1. -1/4-
Curriculum Vitae
Frank Linnerz, MSc, MBA
Personal Information:
Date of birth: October 22nd
1968
Nationality: German / Dutch
Status: Married, 1 daughter
Address: St. Jan Nepomucenusstr. 26
B – 1000 Brussels
Telephone: +32 475 53.79.49
E-mail: frank.linnerz@skynet.be
Professional Profile:
A leader of strategic- and operational change:
29 years of industry experience; started as shop floor apprentice and after my MSc studies I moved to Sweden
to work as Production Engineer in SCA’s Järfälla boxplant. I soon became responsible for introducing
Manufacturing Excellence including TPM in all three SCA’s Swedish plants. I also had my first teamleader role
there.
I was then asked to join the Brussels Head Office and shaped my profile to a high international standard. I like
working in multi-cultural environment; I enjoy coaching and working with a wide range of people. My high
emotional intelligence, language- and people skills help to manage change in a multinational, decentralized
environment, even without formal ‘line’ authority and control.
Early 2006 I accepted the challenge as Plant Manager of the Gent (B) corrugated boxplant. My leadership skills
and passion for technology, in combination with a ‘Lean’ continuous improvement approach delivered
outstanding results (details overleaf). I was promoted to Deputy Country Director (3 plants).
I am confident on the shopfloor and in the boardroom. The focus is on results through people and I am
recognized for building strong teams and a continuous improvement culture. I am very capable to identify and
communicate the need for change, develop strategies and translate them into actions.
2010 I returned to the Brussels Head Office as Lean Programme Manager and since February 2014 I was
Director Operational Excellence at Duropack Group (see below). Duropack was acquired by DS Smith and I
moved back to Brussels. Main task is to re-start LEAN across all mills (9) and to lead all things concerned with
Operational Excellence.

2. -2/4-
Work Experience:
01/2016 - Director Operational Excellence/LEAN (DS Smith Paper Division)
We employ 2,200 people across 9 mills located in Bulgaria, Croatia, France, Germany, Italy, the
Netherlands and the UK, producing 2.8 million tonnes of paper annually
Main task is to re-start LEAN across all mills and to lead all things concerned with Operational
Excellence. Expected short-term benefits for the pilot mill is EUR900k in 12months. We also build our
Paper Operating Model i.e. developing and documenting ‘best practices’ thus build an operational
framework for across the division. I lead all aspects of this through a network of local lean champions
and CI resources. We also partner with a consultancy for programme management. My ambition is to
make these consultants obsolete and to internalize all CI work.
“Asset Management” is one of the core tools in lean and comprises Maintenance strategy, Workflow
management, Operator maintenance, Shut down mgmt. etc. I lead this international project and we
expect benefits of about EUR13m in 3 years.
02/2014 - 12/2015 Director Operational Excellence, Duropack Group (2600 people, EUR 273mio
turnover) – Acquired by DS Smith Plc
Responsibility for the Continuous Improvement Programme (CIP) and Change
Management. Introducing Lean basics across 15 plants in 8 countries.
The “PowerPack” continuous improvement program delivered 15 mio Euro EBITDA. (45%
less Accidents, Waste reduction, Energy cost reduction, Labour cost reduction).
Internalizing the CIP and leading the OpEx meetings meant saving consultancy costs of
about 100k Euro/month. Help the plants with organisational changes (restructuring), pilot
machines, and introducing performance management. Now there is a much stronger,
capable network and a KPI-driven culture of continuous improvement.
2010 - 2013 Lean Programme Manager, SCA Packaging Europe – Acquired by DS Smith Plc
The Programme Management Office PMO was responsible for the execution of the Lean
initiatives, the lean capability building for the business group (50+ sites), the creation of a
management talent pool and the development and positioning of the lean programme.
I focused on programme delivery, people development and capability building. Recruiting
and developing the Central Lean Champions (12 – 15 CLC reporting to the PMO).
Delivering Lean methods and principles at Academy and Network events. Reaching 500+
audience.
I personally led the successful transformations in Sweden, Poland and Hungary.
Transformations include current state analysis, action planning and execution. Areas are
mindset and behaviour, operational system, and management infrastructure.

3. -3/4-
2006 - 2010 Plant Manager, SCA Packaging Gent (B), Deputy Country Director SCA Belgium (EUR
90mio turnover)
Operations Manager responsible for 135 FTE (2006 = 200), ca 30mio Euro turnover. Direct
leadership of 12 middle managers including all Production, Maintenance, Dispatch and
Quality. Member of Belgian Management Team.
I managed operational stability and strategic change. My leadership skills and passion for
technology, in combination with a ‘lean’ continuous improvement approach, delivered
outstanding results, e.g. all-time safety record (1000 days without LTA), 50% less
complaints, successful restructuring and investment programme, return to profit.
2003 - 2006 Quality Assurance Manager, SCA Packaging Europe
Established a new, group-wide QA function: Dealt with the pan-European and strategic
customers, contributed to growth as well as positively changed mindset about quality
across the network. I was lead auditor for Masterfoods (Mars). Established local and
international networks.
2000 - 2003 Manager Productivity and Training, SCA Packaging Europe
Continued and expanded the Technical Development Training (TDT) and ‘Eurobest’ (see
below).
Supporting SCA Packaging’s rapid growth and integration of the new sites (‘ambassador’
role introducing the concepts of reliable methods, benchmarking, best practice sharing).
Special assignments incl. leading benchmark studies to Japan. Project work in the US and
Russia.
1997 - 2000 European Manufacturing Engineer, SCA Packaging Europe
I developed the ‘Eurobest’ benchmark-, target setting- and knowledge transfer program
for the entire network (40+ plants). Period of fast growth –need to establish standards and
translate strategy into actions.
I also developed and executed the annual Technical Development Training (TDT) for high-
profile candidates across the network. This is still remembered as SCA’s “best” training
program and I managed it for seven years.
1994 - 1997 Manufacturing Engineer, SCA Järfälla boxplant (S)
In cooperation with Weyerhaeuser (USA), I introduced and coordinated Manufacturing
Excellence in the plant. I then became also TPM champion for all three Swedish plants and
also had my first team leader role there.
1991 Internships during college, Billerud paper mill (S) and SCA Barneveld sheet plant (NL)
1986 – 1989 Apprenticeship, Brohl Wellpappe GmbH (D)

4. -4/4-
Education and Qualifications:
2009 MBA (OUBS, part time 2000 – 2009) (UK)
2007, 2008 SCA Leadership Academy, and SCA “One” Leadership Course (Corporate)
Senior Management Education at the University of Antwerp Management School (B)
1989 – 1993 Diplom Ingenieur – MSc, Hochschule der Medien, Stuttgart (D)
1989 Diploma Apprenticeship ‘Verpackungsmittelmechaniker’ (D)
Research Profile:
2005 High Performance and Quality – a box plant study, Linnerz F., Andreasson J., Johansson M.
2004 High-performing Box Plants: Strategic and Organization Management, Kalling T., Linnerz F.,
Nordström G.
2003 The Management of Innovation at SCA Packaging, Kalling T., Sanders R., Linnerz F.
2002 Knowledge Transfer in the Industrial MNC and the role of Motivation and the Managing of
Incentives, Kalling T., Linnerz F.
I have excellent contacts with Lund University (S) and their PhD programme. I represented “Manufacturing
Excellence” at FEFCO, and “Lean Management” at several industry and leadership events.
Language Skills:
German, Dutch (native)
English (near-native)
Swedish (fluent)
French (basics)
Russian (beginner)
Other:
I am a very active sportsman and I like to travel. I have a registered Consultancy and Interim Management
company with VAT number.