CREATING HEALTHY ORGANIZATIONS
Maximize your Profitability
Let’s take the first step together to understand the challenges you face
Cost
→ Developing Cost Models
→ Reducing Cost
→ Increasing Margin
Operations
→ Increasing Operational Yield
→ Reducing Quality problems
→ Reducing Time to Market
Strategy
→ New Market Penetration
→ Change Management
→ Business Transformation
Comprehensive Knowledge & Extensive Skill Set
Explore The Right Solutiuon For You
Over 30 years’ experience, with strong track record of several success stories. I have several degrees and plenty of experience to share.
30
YEARS OF
EXPERIENCE
Online/F2F Support
Guaranteed support available for all your needs, anytime, anywhere.
Trusted Company
Let Us Think About Your Problems So You Can Thrive in Your Profits
Our Strengths
Award Winning
Numerous achievements, awards in Engineering
Business Strategy
Ambitious moves and actions, the right strategy alignment
Empowering People
Creating multidisciplinary teams with bottom-up engagement
Global Experience
International knowledge and competitive skills
Technology Driven
Management ideology and ingenious development
Data Analysis
Clean transformation and effective data structuring
Three Proven Steps To Success
Guaranteed Coaching
Every Step Of The Way
WHAT YOU GET
Trainings Available
Profitability (Basic)
1 Day
Profitability (Advanced)
12 Weeks
12-week training focussed on a single breakthrough project, to help YOU learn and continue by yourself and starting projects with a potential long-term implementation and transformation.
COFFEE'S ON ME!
Let’s take the first step together to understand the challenges you face
We will analyze all urging inquiries and issues—resolve questions promptly and find effective execution strategies for your company’s concerns.
Languages
Years of Expertise
Countries Worked In
CLIENT'S TESTIMONIALS
What People Say About Us
Actions And Experience Speak Louder Than Words
Case Studies
I was the 1st Global Cost Master at Philips, working for Corporate Procurement, and had supported on building and leading of the global team, at Asia, Europe and US, to address Philips “total spend”.
We supported over 200 projects per year, addressing 90% of total Philips Procurement spend, and contributed to very significant savings in the various Business Groups.
I (we) reviewed Cost Structure of products, analysed the design and proposed ideas towards the best “should cost” for strategic business decisions, which supported R&D and Procurement.
I was responsible for the Business Groups that made Coffee Machines, Mother and Childcare products, Male Grooming products, LED Lighting Luminaires, Medical Imaging systems and supporting Commodity Teams on Plastics and Glass processing.
As a Product Designer for Colour Televisions at Philips in Singapore, I reduced the lead-time by 50% by redesigning the product for “1st time right” with suppliers fully involved at start of project.
I challenged the traditional work-flow process, which was running sequentially, with buffers in between these processes. I studied the causes of delays, and made an overview best-in-class designs, aligning with production and quality departments. I then made standard design constructions together with key suppliers, to work in parallel, with daily and open communications.
This process was a huge success, with product lead times reduced by 50%, cheapest tooling, first-time-right with Quality, and smooth Production start-up.
This project gained recognition as new way of working, it was further adopted by numerous Philips organisations in other Business Units in Singapore, Netherlands and Belgium. As such, my career took start into the global Philips arena in 1991, with support from senior management in Eindhoven.
As European Program Manager for Indoor Lighting at Philips, I challenged the European R&D organisation, and lead the development of a new platform of lighting products with low power LEDs. This was cheaper, more suited to indoor lighting applications, and broke several internal records.
We worked together with R&D, Procurement, Production, Marketing and partner-suppliers.
We launched 13 families of products, within 9 months. This success was later repeated at China, India and US. This is now established LED platform in Philips, copied by many competitors and is now an industry standard for indoor lighting.
This platform is still generating very significant revenues from 2010 till today, 2020.
As a Product Designer for Picture Tubes (for colour televisions) at Philips in Eindhoven, I reduced the cost by 30% by redesigning the product for much higher manufacturing yields.
This was accomplished by working at production, to understand the root cause of the manufacturing problems. I then proceeded to develop and validate a set of Expert Rules for all the R&D groups to adopt for all new upcoming designs, in coming years.
I was leading the process, which was extended to global platforms, in Europe, Asia, US and Latin America, within 6 months. We were making huge savings, with direct impact on global price war.
I was awarded the “Innovation Award” for developing and leading this Transformation Process with R&D and Production teams, across several countries at Philips.
I was invited to support VDL. They had grown extremely rapidly and were struggling to keep up. Their product Lead Times and Manufacturing Costs were steadily escalating over the years.
I noticed immediately huge gaps and mis-alignment in mindsets across the organization. As they were accustomed to producing at high volume with low diversity, but lately shifting (very quickly) towards low volume with high diversity. Unconsciously, this developed into a steady trend of escalations and fire-fighting. I shared with management that Change Management was necessary.
I started by getting buy-in and collecting the real facts. I coached a team of engineers, from Bottom-Up of the organization, working on LEAN and Six Sigma methodology. They took turns to seek out, resolve and present the Root Cause Analysis with facts, in short Sprints every 4 weeks. This was well accepted by management, and the organization is now fully engaged into this process.
The problem was not technical but mindset. This was addressed with Trust, Respect, and facts.
RESOURCES FOR INDUSTRY LEADERS
Blog
Integrating First Right Decision-Making into Lean Six Sigma and Product Design
- The Profit Engineer
- 11 September 2024
One of the most important
Optimizing Profitability via Constant Improvement and Strategic Cost Reduction
- The Profit Engineer
- 05 September 2024
Profits are a vital currency
Enhancing Business through Advanced Value Engineering Techniques
- The Profit Engineer
- 10 August 2024
Today, businesses are always trying
How Technology Helps in Modern Manufacturing and Project Management
- The Profit Engineer
- 07 August 2024
Today, technology is vital for
Achieving Cost Reduction and Managing Total Cost of Ownership for Enhanced Profitability
- The Profit Engineer
- 06 August 2024
In the business world, it
Integrating First Right Decision-Making into Lean Six Sigma and Product Design
- The Profit Engineer
- 11 September 2024
One of the most important
Optimizing Profitability via Constant Improvement and Strategic Cost Reduction
- The Profit Engineer
- 05 September 2024
Profits are a vital currency
Enhancing Business through Advanced Value Engineering Techniques
- The Profit Engineer
- 10 August 2024
Today, businesses are always trying
How Technology Helps in Modern Manufacturing and Project Management
- The Profit Engineer
- 07 August 2024
Today, technology is vital for
Achieving Cost Reduction and Managing Total Cost of Ownership for Enhanced Profitability
- The Profit Engineer
- 06 August 2024
In the business world, it