Tjerk Dijkstra verfügbar

Tjerk Dijkstra

Experienced Business Excellence Leader

verfügbar
Profilbild von Tjerk Dijkstra Experienced Business Excellence Leader aus Adliswil
  • 8134 Adliswil Freelancer in
  • Abschluss: Master of Science Chemical Engineering
  • Stunden-/Tagessatz:
  • Sprachkenntnisse: deutsch (verhandlungssicher) | englisch (verhandlungssicher) | niederländisch (Muttersprache)
  • Letztes Update: 11.04.2020
SCHLAGWORTE
PROFILBILD
Profilbild von Tjerk Dijkstra Experienced Business Excellence Leader aus Adliswil
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CV

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SKILLS
An international and cross-cultural Business Excellence and Operational Leader with over 25 years business experience in process improvement, leadership and consulting. His industry understanding includes machinery, chemical operations, plastics, automotive, aerospace, engineering, IT, banking, insurance, telecommunication, project management and logistics. TJ is supporting and advising Executive and Senior Management Teams to transform organisations into successful enterprises that serve their customers better and are “fun places to work at”. TJ has proven and deep knowledge of Lean Management (including McKinsey’s 5 lenses approach), Six Sigma, Reengineering and Transformational Leadership in both manufacturing and services. He is occasionally a key-note speaker on these topics.

Certified as Lean Six Sigma Master Black Belt (GE, 1999), MBTI license step I and step II consultant and CAP (Change Acceleration Process) trainer.
PROJEKTHISTORIE
  • 01/2018 - 06/2020

    • Conzzeta Management AG
    • 1000-5000 Mitarbeiter
    • Industrie und Maschinenbau
  • Business Excellence Leader
    • Business Excellence Deployment Lead and trusted advisor of Executives
    • Building and rolling out Business Excellence globally to support and execute the company's strategy. Focus on Customer & Quality, Speed, Employee Engagement and Profitability
    • Currently focusing on Lean in Production, Production Systems, Administration (Finance and Back Office), R&D (including Agile), Service and Sales
    • Achieved in 2018: 20% increase in service NPS score and 0.5% of EBIT

  • 01/2016 - 12/2017

    • Zurich Insurance Ltd.
    • >10.000 Mitarbeiter
    • Versicherungen
  • Lean Business Architect
    • Responsible for a Lean Transformation in 2016 in Australia that created a capacity free up of 25% on a population of 143 FTE, saving of 2.1 million USD and generated additional revenue as 9.9 million in GWP
    • Responsible for a Lean Transformation in 2016 in Hong Kong that created a capacity free up of 23%
    • Leading the Lean Management (ZWoW) program in APAC by planning another 6 Streams in 3 countries, effecting 450 FTE’s
    • Supporting countries in Europe to identify and execute improvement levers in the areas of Lean, Digital and automation
    • Partner with C-suite managers in selecting, scoping, preparing and transforming business areas into Lean operations
    • Trusted advisor of executive teams to adapt the Lean Management System to local and regional challenges, for instance by identifying a potential of 20% of FTE to offshore in the current Stream in Australia

  • 01/2015 - 12/2015

    • Zurich Insurance Ltd.
    • >10.000 Mitarbeiter
    • Versicherungen
  • Managing Stream Lead
    • Lead 5 direct reports of which 3 have been developed and promoted to Stream Lead
    • Lead 3 Lean Transformation (ZWoW) Streams in Switzerland, Germany and Hong Kong that created a capacity free up of 25% on a population of 300 FTE, saving of 3.8 million USD and generate and additional GWP of 5 million USD
    • Implemented sustainable Lean Management Systems, in mini-transformations of 14 weeks, that are bringing a year on year productivity of 5%
    • Lead and coached 15 Senior Managers through the Lean transformation
    • Lead and coached 4 - 8 Change Agents through each of the mini-transformations and increased their skill levels by at least 20%
    • Quote from Intranet article “ZWoW: The business unit perspective”: “Marc gave specific credit to the ZWoW team he worked with, including TJ Dijkstra, for the successful implementation of ZWoW at Hong Kong GI.”

  • 06/2012 - 12/2014

    • Zurich Insurance Ltd.
    • >10.000 Mitarbeiter
    • Versicherungen
  • Global Deployment Leader Lean
    • Leading the global roll out of Lean in the Group Functions
    • Successfully defined Lean strategy and implemented this on a global basis
    • Led 16 Kaizen teams to improve processes with an average increase of productivity of over
    • 30% and average cycle time reduction of 30%
    • Implemented standardized (global) processes
    • Implemented global standard operational metrics

  • 12/1999 - 04/2012

    • Sigma Quality Consultancy GmbH
    • < 10 Mitarbeiter
    • Sonstiges
  • Owner and Senior Consultant
    • Worked as an independent senior consultant and interim manager:
    • Supported my clients and their management (C-level) to transform their business
    • to be more successful and profitable
    • Led strategic cross-divisional projects and teams
    • - Implemented and deployed Lean Six Sigma and DFSS in service and production
    • industries
    • Aligned business visions/strategies to measurable metrics on operational level
    • and implemented review cycles (process management and BPM)
    • Trained, coached and mentored project leaders, Black Belts, Champions and
    • other stakeholders involved in Lean Six Sigma
    • Worked for many different industries and clients, see table:
     

    Client

    Year

    Country

    Service Provided

    Johnson Controls
    Automotive

    2000

    Germany

    BB/Champion training and project mentoring

    Implementing process management structure

    Ford Europe

    Incl. Volvo, LandRover, Jaguar
    Automotive

    2000-2003

    Germany, UK, Sweden

    BB / GB / Champion Training and project mentoring

    Mentored DFSS project on interior design of LandRover Discovery 3 facelift that was also later used in Discovery 4: 94% reduction of quality defects

    Air Liquide
    Industrial Gases

    2001-2002

    France

     

    Assessment (for implementing Lean Six Sigma) and project mentoring

    Mazda
    Automotive

    2001-2002

    Japan

    BB / GB Training and project mentoring

    Mentored project that reduced administrative Time To Market process with 50%

    Philips Medical Systems
    Healthcare

    2002-2003

     

    Nether-lands

     

    GB Training to improve the “Root Cause and Corrective Actions” culture

    Coaching and mentoring GBs

    Vyncolit (Perstorp)
    Chemicals

    2003

    Belgium

    BB / GB Training in Lean Six Sigma
    Coaching and mentoring BBs and GBs
    Interim project manager
    Two Kaizen events to improve quality and reduce customer complaints by 50%.

    Westinghouse
    Nuclear Industry

    2003-2004

    UK, France, Belgium, Germany, Sweden

    Lean Six Sigma and DFSS training

    BB / GB coaching
    Led two Kaizen events that improved the productivity of the fuel rods process by 30%

    KPN
    Tele-communication

    2004-2005

    Nether-lands

    Lean Six Sigma Deployment: strategic alignment from corporate goals to project level
    BB / GB / Management training
    Interim project manager

    Daimler
    Automotive

    2007 - 2009

    Germany

    Lean Six Sigma and DFSS Deployment
    BB / GB Training and coaching
    Led and mentored DFSS projects for 4th generation E-class body: improved Right First Time level from 85% to 99% by improvement in welding processes and supplier quality.

    SR Technics
    Aerospace

    2009-2011

    Switzer-land, UK

    Lean Six Sigma Deployment including training and coaching of Green and Black belts
    Project portfolio management and PMO
    Leading a Lean transformation in the aircraft engine service department to reduce lead time and costs: reduced lead time from 60 to 45 days and reduced costs by 15%.

    Ammann AG
    Heavy Machinery

    2011

    Switzer-land

    Lean Six Sigma Deployment
    Coach and Mentor executive management
    Project portfolio management
    Train and coach Green Belts and Black Belts

    Mentored projects to implement JIT principles that resulted in a reduction in costs by 15%.


  • 01/1997 - 12/1999

    • General Electric Plastics
    • >10.000 Mitarbeiter
    • Industrie und Maschinenbau
  • Black and Master Black Belt Manufacturing & Service
    • Executed several successful projects and Kaizen events to eliminate valuable machine downtime and quality issues. Was one of the first certified Black Belts at GE Plastics.
    • In Manufacturing: Accountable for process improvement projects were which resulted in Direct Savings of 2 million US$ and 1.5 million US$ Incremental Revenue. Acted as an "internal" consultant and change agent
    • Led one of the first DFSS projects in GE Plastics to introduce an improved silicone sealant that delivered in the first 12 months an incremental margin of USD 300k and direct savings of USD 730k.
    • In Service: Accountable for a service level increase of 20% while keeping Inventory Turns at the same level. Acted as an "internal" consultant and change agent. Certified as Master Black Belt in September ´99.
    • Trained and coached 50 black belts, 20 champions, 15 Master Black Belts, 20 executives and 150 green belts in DMAIC and DFSS.

  • 06/1990 - 12/1996

    • Caldic Europoort B.V.
    • 500-1000 Mitarbeiter
    • Industrie und Maschinenbau
  • Production Manager
  • Managed project, supervised construction of chemical plant and became production manager
    of this plant after start-up (70 million Euro investments). In this role, I increased the output of
    this plant by 300 % via modifications and coaching of the operators in the shifts.

ZEITLICHE UND RÄUMLICHE VERFÜGBARKEIT
Flexibel
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