Willem Broenink

As Project Manager of a strategic improvement project within the maintenance & procurement organization, spread across 8 plants, I am responsible for process optimization and reducing operational costs. I lead a multidisciplinary project team with a focus on:

• Achieving a 1.1 million sustainable cost saving by concluding strategic supplier contracts and consolidating procurement activities.

• Standardizing the complete Procure-to-Pay process for control over the maintenance departments' budget.

Additionally, I am active as a maintenance consultant with a focus on:

• Inventorying critical production equipment to streamline ordering processes and maintain strategic stock levels, secured as material master data in SAP.

• Improving planning & scheduling, driven by better output from the maintenance department.

• • Guiding the relocation of the Cleanroom assembly line for the Yieldstar module from Hengelo -> Singapore.

• • Achieving a 30% reduction in working capital through deep dives into various product lines, with a strong emphasis on data-driven improvement potential and monitoring.

• • Inventorying waste and bottlenecks within Logistics and cleanroom processes, substantiated with available production data. Based on this, recommendations were made for process improvements.

• • Increasing the unmanned utilization of the Index turning/milling machine by insourcing products and resolving technical machine issues.

• • Utilizing machine data from the bottleneck milling machines to drive better utilization.

In addition, there is a strong emphasis on identifying opportunities that contribute to the Wila objectives. I set SMART goals that align with the organization. Some examples include:

• • Automated machines experience interruptions during the processing, which significantly impacts the OEE.

• • A large amount of rejection and rework, where underlying quality standards are open to differences in interpretation.