Sales Support Manager
March 2007 --- February 2013
The Fitzpatrick Company Europe, Sint-Niklaas (15 employees, turnover € 5 million); European sales and service office of the American manufacturer of hammer mills and compactors Fitzpatrick ; closure Belgian site at 28Feb2013. Function: Sales support manager, documentation manager, commissioning and qualification engineer: - Monitoring of projects of sold machines: engineering for European customers (CE for EU machine directive, ATEX 95 EU directive, electrical cabinets). - Documentation machine file: assemble information and issue technical files for the supplied machines. - To support sales to pharmaceutical customers concerning the validation requirements of these customers, a qualification system needed to be set up. For this purpose I issued all kinds of machine qualification FAT and SAT documents, both for single machines and complex projects. - A lot of effort was applied in propagating the pharmaceutical validation philosophy to other members of the organization. -ATEX 95 Category 1 certification for the different models, preparation technical construction files (EU ATEX 95 and machine directive). - Commissioning and Qualification (FAT part) were performed before delivery: mechanical part, electrical part and software for process control and HMI. - Customers served: Adamed Pharma, Teva Pharmaceutical Ind, GSK, Hoffmann-La Roche, Menarini Biotech, Hikma Pharmaceuticals, UCB, KRKA, Abbott Pharmaceutical, Invitrogen, Aspen Pharmacare, Warner Chilcott, Organon, Al Dar Arabia, MSD, Sandoz, Pliva, ...
Validation & Project Engineer
January 2000 --- February 2007
Pharmaceutical validation assignments via agencies; various assignments on project basis in the pharmaceutical sector concerning qualification and commissioning. Function: qualification engineer in the pharmaceutical industry, e.g.: - Engineering office PM (Project Management) from Ireland: commissioning and qualification of utilities (piping) at Genzyme Flandres in Geel (biotechnology). - Engineering office BV2 in O-L-Vrouw-Waver, Belgium: I worked mainly on qualification and commissioning protocols and reports concerning piping systems for different liquids and gases and other equipment in the new GSK plant in Waver. - Engineering office PMS (Project Management Systems) in Niel: Qualification of different piping systems at Alcon Puurs. - Yamanouchi Europe, Meppel, The Netherlands: qualification for the equipment for formulation, tableting, blister packaging in the non-penicillin production; afterwards same exercise in the penicillin production: system impact assessments, URS, gap analysis and editing validation plans. - Pfizer Puurs, Belgium: facilities and utilities: draw up user requirements, DQ-reports, IQ and OQ protocols and tests. - Janssen Pharmaceutica: PST installation in Geel: draw up IQ-tests. - Cilag, Switzerland: draw up validation plan of a packaging department. - Janssen Pharmaceutica (Johnson & Johnson Group), Beerse: Qualification of the 'mini plant': post-validation of the upgrading of a combined laboratory/production facility: DQ, OQ, PQ en correction of anomalies in the resulting dossiers.
May 1998 --- December 2000
Chemical industry: production of colour coatings for technical fabrics and master batches for the extrusion of different plastics. (60 employees, turnover EUR 18 million). Function: production manager: - Involved in all operational aspects of the company: production, maintenance, procurement MRO-goods and investments, selection and evaluation of interim personnel, occupational safety, environmental management and supervising new building site. - Production output during my predecessor's time indicated a maximum output of 1200 ton yearly; yearly production yield at that time was about 960 tons. In the year 1999 production more than doubled, with the same machines and same employees, to 2164 ton. For 2000 the figures indicated an even higher yield. I have good memories concerning this assignment because of considerable progress has been realized in very difficult circumstances on the shop floor both for the workforce and for myself. - I created a mentality on the shop floor comparable with a focused factory and lean manufacturing. It was part of my assignment to motivate workers in a difficult labour situation, so reducing employee turnover, and selecting competent and motivated interim employees.
Production manager | plant manager
June 1990 --- November 1997
Interlit n.v., Lokeren: sales and production of design furniture; 92 employees in a project environment. Function: production manager, plant manager: - Enhancing production flow with the aim to realise profits after many years showing losses or minimal profits; additionally also: maintenance of machinery and facilities, purchasing materials, safety, and supervision of the self-employed group of placers. - I focused on the implementation of a planning system and the shortening of lead times; also communication between employees on the shop floor was a priority because it was totally absent by lack of motivation in a plant floating on the edge of bankruptcy. - Lead time dropped from 25-30 weeks to 3 –4 weeks; profits rose from BEF 100.000 à 200.000 a month far above one million BEF a month; production yield which was almost at a standstill was revived; this all in a plant with no real working capital and no supplier credit.
June 1987 --- May 1990
Pharmaceutical company for the production of gelatine capsules, 350 employees in Bornem, 12 plants worldwide. Function: Production supervisor in the printing department (printing of capsules): - Supervising 20 employees in a round-the-clock service: experience in management and engineering. - In contrast with my predecessor the department functioned well within a JIT philosophy and as the last operation before expedition of the orders, production problems were sometimes taken care of very creatively. - My contribution consisted in integrating the daily order flow in the overall production process. As the last operation in the production process before expedition, I also had to anticipate creatively delivery problems. The output rose from 9 to 20 million capsules a day and computerization was introduced in the department.
Engineer in the department projects & properties
July 1980 --- August 1983
Civil service in Ghent: maintenance department and procurement in a civil service ( hospitals, office buildings, houses, homes) Function: supervisor in maintenance department and occupational safety officer: - Supervising 40 maintenance engineers in building and facility maintenance; - Procurement : MRO-goods, investments; - Supervising building projects: facilities and building equipment; - Chief occupational safety officer.
certificate in Black Belt Lean from Universiteit Gent in 2014
in seminars supply chain management BusinessLogistics from Advanced Planning and Scheduling in 2002
Master after master's degree in cost management from Master in cost management and performance measurement - VLEKHO, Brussels in 2002
Postgraduate university of Ghent in Technical business administration from Industrial business administration - University Ghent in 1996
MBA in Business Administration and Management, General from Master in business administration - VUB in 1995
master in management in Business/Managerial Economics from Master in management - VUB in 1991
certificaat niveau 1 arbeidsveiligheid in Occupational safety officer from Veiligheidskunde niveau 1 (preventie adviseur) in 1984
Industrieel ingenieur in ing. elektriciteit-elektronica from Master in Industrial Sciences - Groep-T Leuven in 1977