Realized projects at Bosch Rexroth

Aug 2013 – Feb 2016

development asml

Project Allseas / Pioneering Spirit decommisioning vessel.
Support of several technical and lead time issues with regards to the engineering and realization phase of hydraulic power units. Development, actions and monitoring of the project planning, risk analysis, and open point listings.

Project Barge Master and other large Heave compensation systems. Project management of the development and realization of the power unit and interconnecting piping. Main task is to master and re-gain the time loss (6 weeks on 6 remaining months) occurred in the conceptual phase.

  • Set up a project dashboard, showing continuous statuses and reports.
  • Set up the project plan and form an appropriate development and realization team .
  • Lead the project team .
  • Daily project meetings, visualisations, weekly management reports.
  • Chair project meetings and steering meetings with the (internal) customer.
  • Solving technical and logistic issues during development, building and commissioning the power unit.

We delivered the project in time, and within budget.

8D problem solving.
Introduction, start up, executing and training of several pilot 8D projects with regards to issues in the field. Containment actions, root cause analysis, and avoiding repetition of the relevant problems. Contacts towards agents, customers and suppliers. We found the root cause, and re-defined the supply chain without hinder for customer.

Division process instructions.
In cooperation with management, the development and roll out of the process structures, of two merged divisions. Definition, process and document writing, testing, training and implementation. Aligning with the German Bosch guidelines and directives. Organize trainings and workshops to gain the shop floor support for the organizational changes. In 2016 Q3 audits from the German HQ are planned.

Coaching of two Project Managers, who only recently got their new role. Together we defined action plans with concrete goals. Biweekly monitoring.

Development of a vacuum qualification tool for ASML

for NTS Group, 2011 - 2013

NTS has a long lasting relation with ASML. Since 2010 both companies started with so called farm-out projects, where NTS develops, documents, makes prototype building and qualification, industrializes the product, and

produces the series of components and tools to ASML specification. We also support the integration and maintenance. Fields of technology are mechanics, mechatronics, optics, vacuum, and software.

development asml

In 2011 ASML asked us to develop a vacuum tool, to qualify the newly, by ASML developed, EUV light source. This resulted in a vacuum tool, registrating some 7 parameters of the EUV light. The budget for the project was EUR 4 mio. Apart from quality and price the delivery schedule was extremely important.

After finalizing the concept phase we formed a multifunctional team of 30 fte within several weeks. They were located in one room, and by means of “scrum meetings”, we brought the communication on the right level. By means of a detailed project plan and a weekly cost monitor we delivered the first tool within six months and within budget. The second followed 2 months later.

In the position of Sr. Project Manager, I was responsible for:

  • Set up the project plan and organize the required budgets, and staffing.
  • Lead the project team.
  • Organizing of technical reviews with the customer.
  • Weekly project reports, and budget control.
  • Organizing of project meetings and steering committee meetings with the customer.

Development of the Opera camper trailer

for YSIN, 2006 - 2012

In the spring of 2006 a small club of friends came up with the idea to develop a totally new camper trailer. Couples, who’s children left the family, change their needs to smaller, more comfort, and ease of set-up. There above usually a larger budget is available then in earlier phases of life. In summer 2006 I have made up the first

sketches and a working scale model. This brought more interest, and in the period thereafter the design was further evaluated with the help of the Belgian designer Axel Enthoven. We raised the required funds, and founded YSIN (Your Suite in Nature) on 1 April 2008.

development ysin

From the above rendering we created the prototype of the Opera with the help of a design engineer and a prototype builder within a year and a half. Partnership with some 6 strategic suppliers lead to high-grade components. The result is a very comfortable tent trailer, built from materials as stainless steel, teakwood decking, oak furniture, heating, chemical toilet, LED lighting. The Opera raises by means of a electro hydraulic system, without the need of ropes and tent pegs. Many materials and components are based on yacht building.

In the meantime worldwide attention was generated for the Opera by means of a smart media campaign. This resulted in tenths of thousands of hit to our website, and articles in high profile design magazines such as Wallpaper, and the in-flight magazines of KLM and Qantas. Also we received the 2010 Wallpaper Design Award, and the 2010/2011 Red Dot Best Practice Caravanning Award.

So far we sold 10 Opera’s with a surprisingly low number of imperfections. One Opera was sold to Sydney Australia in 2011.

The sales figures however remained far behind the prognotized quantities. Therefore we stopped the commercial activities at the end of 2011, and I started with the NTS group.

In the meantime, and on personal title, I presently build 2 more Opera’s for customers in Switzerland and Dubai.

Further on we search for candidates to take over the IP from the present shareholders.

My role in this project is, in the function of director / shareholder:

  • Concept development.
  • Prototype building and industrialization, documentation.
  • Develop supplier base.
  • Cost monitoring of both costs and revenues.
  • Marketing strategy, and realization.
  • Activities and fairs.
  • Developemnt of variants.
  • Solve logistic issues.

Phileas Metrobus for Istanbul, Turkey

for APTS, 2007 – 2008

In the early 90’s five companies in the Eindhoven region released a plan for a new public transport system for medium sized cities, where a tram is a too large investment. The Phileas is, as you like, a tram on tires, which is guided on the track by means of magnets in the road surface.

Early this century a test project for the city of Eindhoven was defined, and for this project the whole infrastructure, and 12 vehicles were developed and realized. The newly founded company is APTS, now part of the VDL group.

development phileas

At the end of 2006 a project for the delivery of 50 Phileas buses, with a total length of 26m, was sold to the city of Istanbul. The turnover of this project was EUR 63 mio. Apart from the delivery of the vehicles, the infrastructure had to be developed. Also the production of the Phileas had to be set up, split over 3 VDL companies in the Netherlands, and a number of strategic suppliers in Europe and the USA.

Since the initial deliveries were substantially delayed, the communication with the customer was of the highest importance to keep them on board.

My role in this project was, in the role of Project Manager:

  • Total responsibility for the project.
  • Cost control of both expenses and revenues.
  • Contacts with the customer, and regular meetings in Istanbul.
  • Coordination between the 3 producing companies in the Netherlands.
  • Solve the logistic bottlenecks.
  • Develop several component suppliers in eastern Europe.

Technology Transfer to China

for BOVA, 1998 – 2003

At the end of the 90’s BOVA developed a totally new touring coach, which was to replace the existing BOVA Futura. The Futura was a fully mature product, with very low operational and maintenance costs for the owner.

Also this coach could be produced with very simple machinery and equipment. The thought therefore was to market the product’s technology in lower developed countries.

development phileas

In China we came to know a local bus builder, who showed much attention to this concept. Those days business with China was seen as critical and risky, and one thought it would be difficult to develop a sound business plan. Other than the usual Joint Venture structure, we created a form of cooperation, where the Chinese party obtained a license for the Chinese market, against a lump sum and a license fee per built coach. Also in the beginning we sold the components to China, which were gradually localized. The turnover over the years was EUR 5 mio, with a satisfactory net margin.

As part of this project DAF Trucks started the export of engines to China, to be installed in the BOVA buses. Although we realized ourselves from the beginning this project would eventually come to an end, we have successfully cooperated for more than 6 years, and a total of 100 BOVA buses have been produced under the license agreement. Until today we have a friendly relationship.

My role in this project was, in the function of Director New Business:

  • Total responsibility for the project.
  • Make contacts, negotiations, and contract concepts.
  • Contacts with Chinese and Dutch Government bodies.
  • Collect, translate en transfer all required documentations.
  • Direct the team of Dutch employees in China.
  • Coordinate several Dutch suppliers in China.
  • Organization of the logistics of aprox 1.800 part numbers.

Production Line for the BOVA Magiq

for BOVA, 1994 - 1998

When BOVA started with the development of the Magiq, a top level touring coach, it became clear that the whole production method had to be re-developed.

It had to be possible, unless the heavy competition from Eastern Europe, to keep this high-grade production in the Netherlands.

production line magiq

It was decided to split the bus production in large sub-assemblies, where the line was started with sub-assemblies with long lead times. This way up to 20 fte could work at the same bus simultaneously, where this was maximum 4 previously. A further reduced total number of production hours needed, reduced the total build time to less than 1 week. At that moment the build time of the BOVA Futura was 6 weeks.

The production hall was transformed to a “Delta” shape, which took considerably less space than before, and thus gave the potential to raise production to much higher quantities per week. Balancing of the activities and the logistic process finally created the best possible use of the available space.

My role in this project was, in the function of Plant Manager:

  • Roll out the production plan, and the lay out for the Magiq.
  • Development of the required production tools.
  • Cost control in relation to the expected benefits.
  • Coordination between development and production.
  • Realization of the required quality level.
  • Contacts with suppliers for product details.

Production of Touring Coaches in Perth, Australia

for Netam Fruehauf, 1984 - 1986

In 1985 BOVA sold the First Futura’s to the owner of an Interstate Bus Line in Australia. The low dead weight, and the fuel economy, as well as the striking design were the most important buying factors.

Initial success made sales rise and after 20 fully imported units the idea came up to avoid the import duties and to assemble the coaches in Australia.

production bus australia

In 1989 a joint venture (BOVA Australia Pty. Ltd.) was founded between BOVA and the Australian owner. Within this Joint Venture we rented a workshop in Perth, and a team of Australian specialists were trained in Holland, to start the production in Australia under my control. Buses came in as kits, consisting of approximately 2.100 unique part numbers.

More and more imported parts were replaced by local components.

In 1992 production was ceased, due to a massive downturn in the Australian interstate bus market, which was almost completely replaced by low cost air carriers.

In total 48 BOVA’s have been registered in Australia; many of them are still running.

My role in this project was, in the function of General Manager BOVA Australia:

  • Set up of the assembly plant, including spray paint cabin.
  • Cost control for the expenses and revenues.
  • Managing and maintaining qualified staff.
  • Realizing of the required quality level.
  • Developing of local suppliers for high cost components.
  • Acquisition of external repair work and spray paint work.
  • Negotiations with the Australian partner during the wind-up phase of the company.

High-volume truck trailer combination for Albert Heijn

for BOVA, 1989 - 1992

Albert Heijn is famous for being extremely innovative in the high level food chain from farmer to customer. Less known, but evenly successful are Albert Heijn’s achievements in the logistic processes of the food chain.

From three distribution centres (DC’s) the goods were divided over the supermarkets in the Netherlands, where many locations can only be reached through narrow streets in the townships.

production bus australia

In close cooperation with Albert Heijn, we developed a high volume truck trailer combination with a centre axle trailer, which was extremely innovative in those days. Both containers, of which the front one was air-conditioned had to be set off at the DC’s, so that less trucks were needed. The combination was developed to facilitate five different truck brands.

Since the technical director had a long sick leave in this period, the whole project was carried out under my responsibility, just graduated from TU. In total 45 of these combinations have been built during two seasons.

My role in this project was, in the function of manager engineering:

  • Work out the necessary concepts in detail.
  • Managing the detail engineering and prototype building.
  • Qualification tests in the field and with the customer.
  • Start up of the serial production.
  • Documentation and version control .