Image of Michel ✔

Michel ✔

Group VP, ABB Head of Quality Management @ ABB

Vice President, Global Head of Quality Management at SWAROVSKI

Zürich Area, Switzerland

Ranked #1,113 out of 22,260 for Group VP, ABB Head of Quality Management in United States

Section title

Michel ✔'s Email Addresses & Phone Numbers

Michel ✔'s Work Experience


Group VP, ABB Head of Quality Management

March 2014 to Present

Zürich Area, Switzerland

University of Buckingham

Post Graduate - MSc in Lean Enterprise

January 2013 to Present

United Kingdom


Corporate LEAN in INNOVATION Manager

April 2012 to April 2013

Geneva Area, Switzerland

Michel ✔'s Education


Certificate - Achieving Outstanding Performance - Executive Leadership Programme Business Administration and Management General

2015 to 2015

University of Buckingham

Master of Science (MSc) LEAN Enterprise

2013 to 2015

Six Sigma Black-Belt Philips

Black Belt DFSS Design for Six Sigma and Lean-DMAIC

2008 to 2008

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About Michel ✔'s Current Company


Global responsibility for Quality Management of ABB Group. Business Function Operations - Quality and Operational Excellence. Mission: Create a Culture of Quality across ABB. In close collaboration with the ABB Division, Region & Country Quality & Opex leaders and the Group Functional Councils, define and implement short, medium and long term actions to improve Quality of products,...

Frequently Asked Questions about Michel ✔

What company does Michel ✔ work for?

Michel ✔ works for ABB

What is Michel ✔'s role at ABB?

Michel ✔ is Group VP, ABB Head of Quality Management

What is Michel ✔'s personal email address?

Michel ✔'s personal email address is m****[email protected]

What is Michel ✔'s business email address?

Michel ✔'s business email addresses are not available

What is Michel ✔'s Phone Number?

Michel ✔'s phone (**) *** *** 155

What industry does Michel ✔ work in?

Michel ✔ works in the Electrical/Electronic Manufacturing industry.

About Michel ✔

📖 Summary

A Visionary Leader with enthusiastic, customer centric and result-oriented approach to success. Unique skill set from 27 years of International experience (worked in 25 countries, lived in 6) experience in B2C (fast-paced Consumer Electronics) and B2B (Aeronautics and Electrical Power & Automation, Food & Packaging), in a variety of Functions from Operations to Strategy. You can contact Michel directly at: +41 79 961 9607 His Spirit is Authentic His Mind is Innovative His Learning is Catalytic His Approach is Strategic His Genome is Global His World is Networked Myers-Briggs profile: eNTj -p Fortunate to work in international environment where “thinking different” was a way of life, Michel is all about sustainable QUALITY, OPERATIONAL EXCELLENCE, and INNOVATION, cultivating innovative ways of doing business at the crossroad of Strategy, Systems and People. HIS VALUE PROPOSITION - Making my Company and its People Successful is my Passion - Excellence in Delivery and bringing Lasting and Substantial Change are my Commitment - Broad Business Experience you can Trust is my Asset HIS ASPIRATION Michel learns to become a wise and Transformational Leader, keeping True North in mind, sharing knowledge around him, making enlightened decisions. He particularly appreciates working as a Catalyst with People driven by Passion and Purpose, and with organizations demonstrating bold aspirations, willing to make a Meaningful Change to the world. . Specialties: . QUALITY and OPERATIONAL EXCELLENCE Product Quality and Operational Excellence by Design • LEAN Thinking • Business Systems • Process Improvement • Flow Compression • Six Sigma Variations reduction INNOVATION LEAN by Design • Customer Centric • End-to-end Product Lifecycle • Productivity • Program mgt LEADERSHIP Servant Leadership • Coaching • Meaningful Change • Cultural Awareness • Passion & Inspiration • Talent Development STRATEGY Strategic Planning • OGSM • A3 Thinking • Hoshin Kanri • Disciplined ExecutionGroup VP, ABB Head of Quality Management @ Global responsibility for Quality Management of ABB Group. Business Function Operations - Quality and Operational Excellence. Mission: Create a Culture of Quality across ABB. In close collaboration with the ABB Division, Region & Country Quality & Opex leaders and the Group Functional Councils, define and implement short, medium and long term actions to improve Quality of products, systems and services delivered to internal and external customers throughout the entire ABB value chain across the globe, to improve Customer Loyalty and reduce Cost of non Quality. ABB is a global leader in Power and Automation technologies, providing a broad range of products and solutions to improve performance and reduce environmental impact for its customers. The company creates revenues globally in 100 countries with around 150,000 employees. Specialties: Power, Process Automation, DCS, Instrumentation, Discrete Automation and Motion, LV Drives, MV Drives, Robotics, PLC, Motors, Machines, Low Voltage Products, Breakers and Switches, Systems, Projects, Solutions. From March 2014 to Present (1 year 9 months) Zürich Area, SwitzerlandPost Graduate - MSc in Lean Enterprise @ The MSc is a unique 2-year course that combines masters-level teaching for UK and European senior managers and improvement leaders with practical, hands-on skills development in manufacturing and service locations across the UK and Europe. The original MSc was founded by Dan Jones and is led by the best-selling author and Lean authority John Bicheno. From January 2013 to Present (2 years 11 months) United KingdomCorporate LEAN in INNOVATION Manager @ . Member of Nestec Ltd, Nestlé Headquarters, NCE Nestlé Continuous Excellence, Corporate Innovation, Technology and R&D. NCE is the Group-Wide initiative offering continuous improvement approach based on “LEAN Thinking". As Corporate Innovation, Technology and R&D LEAN Manager, Michel managed a virtual Global Lean Team of 20, of which two Global Lean managers. Michel was accountable for all LEAN Initiatives in the 30 Product Technology and R&D Centers Worldwide, and in all the Corporate Technology Functions. He was also responsible for the set-up of the LEAN Office and LEAN Design Pillars (Centers of Competence) in Innovation. . The responsibilities included: • Support Corporate R&D leaders to choose the right Scenario for LEAN Initiatives Roll-out • Provide direction to the Management Committee, mobilize Stakeholders, build LEAN awareness, promote Lean Principles in Product Development and Innovation • Coordinate LEAN Activities and Resources across R&D and its linked business partners. Monitor and Coach the Execution of LEAN Initiatives and remove roadblocks • Ensure that NCE Competence Pillars are set up appropriately (methodology, training, coaching, monitoring): LEAN Office and Design, Early Management, Focused Improvement (Six Sigma), Knowledge Mgt, Education & Training . ACHIEVEMENTS: - Built a global Operations Plan, including a Lean Roll-out scenario for the next three years - The first Product Technology centre passed successfully its Lean Office assessment in Dec. 2012 - Contributed to the development of the LEAN Design (Initiative) Implementation Strategy and launched the first Lean Design initiative in a R&D centre - Deployed Visual Project Mgt and Right to Left thinking in all R&D sites - Adapted the Nestlé Lean (Operations) approach to Innovation - Offered meaningful solutions to decrease the product innovation Lead-time and Work-In-Progress - Typical Results: 60% reduction customer service lead time, Process variation decreased by 80% . From April 2012 to April 2013 (1 year 1 month) Geneva Area, SwitzerlandEuropean LEAN Sensei, Corporate Director Europe @ Member of Corporate GLOBAL OPERATIONS Team, located at the Corporate Europe Headquarters in The Netherlands. Leadership Team member of European Supply Chain & Operations. Reporting to the Global Ops/ Enterprise Lean Sigma Leader. . Leadership role, responsible for ENTERPRISE LEAN SIGMA (ELS) in Europe, across all functions of four Product Divisions ($2.0bn sales); 5.000 people in about 20 locations in Europe. . Michel managed a Regional Europe Lean (ELS) Team of 50, of which 4 Directors, 4 Champions, 20 Managers and 20-25 Gold Associates (young graduates). . Main Responsibilities: 1. Drive the evolution of ELS towards an Enterprise wide BUSINESS SYSTEM: • Be the Trusted Advisor and Thought Partner to the business leaders. Understand the business priorities and objectives • Influence Cultural Change at all levels: LEAN and Systems Thinking, Leadership Principles, Behaviours, Values, High Performance Organization, . 2. Cultivate a LEARNING Organization: Coaching, Teaching, Development, Sharing. Develop an army of Problem Solvers and A3 Thinkers . ACHIEVEMENTS: • Supervized LEAN peer Assessments in ten manufacturing sites • Engaged in 11 full weeks LEAN Leadership Development workshops: 3 Lean Forums, 4 “Leading with System Thinking” workshops, 1 Sr. Supply Chain Leaders training, 1 AME Lean Summit in USA • Improved the Strategy Deployment process via OGSM and A3 Reviews • Drove and accelerated cross-divisional Knowledge transfer via Yokoten • Coached LEAN in Project Management: started a Fast Validation product Innovation in a Global Business Segment: Lean Design, rapid Prototyping, quick Learning cycles, business case, and customer validation . From April 2010 to August 2011 (1 year 5 months) Vice President Operations - LEAN @ Celerant is a global Operational Strategy and Implementation consultancy specializing in performance improvement. Our eight global service lines deliver capabilities in: operational strategy & deployment, operations management, organizational effectiveness, supply chain, operational transformation, innovation & growth, mergers & acquisitions, and sustainability. Main Responsibilities and ACHIEVEMENTS: • Developed the Operational Transformation – LEAN Service line • Coached a Lean Transformation project: Kaizen workshops, Value Stream Mapping, Visual boards Management, Lean Leadership training . From September 2011 to 2011 (less than a year) Amsterdam Area, NetherlandsGlobal Sales Promotion Effectiveness Deployment Leader @ International SALES Organisation (ISO) Cluster. Worldwide sales of €1.0bn, 690 employees in 37 locations, serving 132 countries. Organised in four sub-clusters: MEA (middle-East and Africa), APAC, Eastern Europe, and Latin America). Based in Singapore and member of the ISO APAC Region Customer MARKETING Management Team. Michel was responsible, with a team of three to five, to deploy Sales Promotion-Effectiveness initiative, globally in the four regional sub-clusters of ISO, as well as in some strategic Emerging Growth countries. Coaching of the Regions executive team members: Financial (Pocket Price Waterfall) and Process mapping, Promotions evaluations with ROI tool and embedding new process in day-to-day activities of the sales force. . ACHIEVEMENTS: • Financial accounts analysis leading to €10-15million Euros Costs optimization • New fact based and data driven process in place leading to higher and predictable ROI on sales promotion spending, with high impact on sales growth and bottom line profit • Project deployed in 12 country sales organizations countries worldwide in nine months (140 days travel, one week to one month per country): APAC: China, Singapore, Thailand, Malaysia, Korea and Japan; Middle-East: HQ in Dubai, UAE, Saudi-Arabia, Turkey; LATAM: Panama HQ, Brazil, Argentina, Chile • Personally trained 200 people from Marketing, Trade Marketing, Sales and Finance and management teams . From April 2009 to February 2010 (11 months) SingaporeBlack Belt, Business Improvement and Change Manager @ In addition to former role of Business Improvement, Michel was also in charge of supporting the Singapore Changes related due to the merger between two Philips divisions. . Main additional Responsibilities: • Selected as the Change Agent and Transformation Champion • Re-design and Simplify our business model and processes in alignment with new corporate Process Framework, organise Change, Communication sessions and Health-Check assessments • Participate in the first Philips Asia-Pacific DFSS DESIGN for Six SIGMA Black Belt training + LEAN training, Kaizen events • Execute a DFSS Six Sigma project: reducing Product Field Quality to increase overall Consumer Satisfaction • Execute a DMAIC Lean Six Sigma project in Sales and Marketing. Improve Promotion Effectiveness (optimize promotional Sell-out and Costs) in country Sales Organisations. Main ACHIEVEMENTS: - Business Reorganization and Change Transformation executed according to plan, with minimum disruption in operations (95% of project delivery on time in 2008) - Successful implementation of various Market and Consumer driven Changes: Consumer Net Promoter Score (NPS), Simplicity Experience Testing, CDC Customer Delight Competition, Category Management . From January 2008 to March 2009 (1 year 3 months) SingaporeBusiness Excellence & Innovation Programme Manager @ . After success of previous assignment, Michel was sent to Philips Electronics Singapore Mainstream Displays (Sales:Euro5.0bn, 14 million units, around 500 engineers), to transform the organisation into a LEAN and QUALITY PROCESS oriented organisation. Managed a local Team of 10-15, of which 3 direct reports. Additional Responsibilities: • Facilitate the Business Strategy Planning and Review: Performance’s diagnostic, Desired States, coordinate and review the implementation of the Strategic Initiatives. Chair the Business Improvement Steering committee • Incorporate DFSS Design for Six Sigma methodology into the product Innovation process, with focus on front-end consumer processes: Consumer Insights, Value Propositions, VOC tree, CTQ, DfX • Manage the Compliance Verification of Project Milestones and develop Methods and Tools. ACHIEVEMENTS (shared): - Overall Cost of Non Quality of the business reduced by 35% = €50m in three year time period - Speed: Time To Market reduced by 50%; moving from one to two product market introductions per year - Developed a intranet interactive Improvement Management System (for project tracking) and a digital Balanced Scorecard system (key business performance indicators) - The business won in 2007 the Philips Regional AP QIC Quality Improvement Competition Award - Organized 30 assessments and audits: business, processes and functions. . From July 2006 to December 2007 (1 year 6 months) SingaporeContinuous Improvement Lead @ . Quality Manager, Head of the BUSINESS EXCELLENCE & PROCESS OFFICE, reporting to the CEO-General Manager; Philips Innovative Applications, UpMarket Displays, Belgium: Euro1.0bn global sales,550 employees. . Michel managed a local Improvement workforce of 100+, of which 13 Continuous Improvement champions and 3 direct reports (QA Process experts). Chairman of the Business Improvement Steering Committee. . Michel was responsible for Business Process Improvement of the business line, with all its functions (Marketing, Product and Project Management, R&D, Technology, Purchasing, Operations, HR, IT, Finance): • Own the Business Performance Improvement Cycle: key business Initiatives, Business Improvement Plan, Strategy Deployment, Resources allocation, performance Indicators, progress Reviews, Assessments • Implement the Philips Business Excellence framework, including Lean Six Sigma, DFSS, CMM for software (L3), Process Survey Tools, balanced Scorecard measurement system. Own the Quality Management System (EFQM-ISO) • Benchmark best in class organisations and implement best practices. Provide Coaching and Leadership regarding quality and process improvement, Communicate and promote a Culture of Excellence . ACHIEVEMENTS: - Execution of 300 Cross-Functional projects (Six-Sigma-DMAIC, Kaizens, PDCA, 8D). - Participated in 50 Assessments and Audits, as leader, organizer, or member - Typical Results: 30-40 % reduction on project lead-time, Time to Market maintained above 90% - Recognition Awards: Philips Business Excellence Bronze Award in 2003. Ranked N°1 for Business Improvement in the whole Consumer Electronics division end 2005. “Best of the Best” Award at the Europe QIC Quality Improvement Competition in 2006 . From May 2001 to June 2006 (5 years 2 months) Bruges Area, BelgiumGlobal Project Operations Planning Manager @ . High-End Global Development Center TV, Belgium, Flanders. Ten global projects per year (for Europe, US and Asia), five heavyweight project managers, 40 types of products, annual budget Euro35m, turnover Euro1.0b, 350 development people. Responsibility: Program planning of the total product portfolio and administrating the PMO: • Lead the Business Programming and Operations Planning process as input to the bi-yearly Global Program Board of the Business TV. • Propose alternative scenarios, assess and mitigate financial and operational risks, and achieve optimal balance between resources, throughput time, business results, quality and costs • Manage a Project (US product) as heavyweight project manager, between September 2000 and May 2001 • Run the Project Office with the support of a Project Officer: portfolio monitoring, change control and risk management, metrics and reporting, milestones preparation, organise Project Office audits. ACHIEVEMENTS: between end 1999 and end 2000, the percentage of projects on time increased from 48% to 90%. From October 1999 to April 2001 (1 year 7 months) Bruges Area, BelgiumStrategy and Transformation Manager @ . Belgium, subsidiary of Snecma-Safran group, leader in aeronautic systems. 1,300 employees, MRO Maintenance, Repair and Overhaul division. Report to the VP-General Manager of Commerce and Programs. Responsibility: to develop and prepare the Strategy and Business Plan, and guide the Business Transformation through internal Change and external business acquisition: • Business intelligence: analysis of the worldwide market & competition, identification of business Growth opportunities • Financial and operational performance benchmarking, formulation of strategic scenarios and related investments • Strategy and business renewal proposal, including internal changes, new markets targets and external acquisitions. ACHIEVEMENTS: Business Growth plan and recommendations have been well received and accepted by Management team, including required transformational changes, internal re-organization and acquisition of a dedicated company . From January 1999 to September 1999 (9 months) Liège Area, BelgiumStrategy and Business Development Consultant @ . United Kingdom, Basingstoke. Responsible for developing a Business and Marketing Strategy for Honewell Avionics Customer Support Centre UK. • Business Intelligence: world-wide market and competitive analysis, business trends analysis • Internal Audit on Organizational Effectiveness: management, financial and operational performance, culture analysis and employee satisfaction • Leading the formulation of strategic options, the identification of business opportunities, business ventures, partnerships and acquisitions as well as the associated investment and risk appraisals ACHIEVEMENTS: - Complexity reduction and creation of a low cost organization dedicated to lower value add customers - 30% Reduction of production TAT Turn Around Time, and work in progress (Gemba Shinda) - 17/20 mark at business school for my MBA HR assignment on Culture and Employee Satisfaction - Trained in Genba Shindan Total Productivity Management (TPM) by Japan Management Association. From March 1998 to December 1998 (10 months) United KingdomDirector of Advanced Projects @ . Located in Belgium with intensive travel in most Western European countries & Russia. Director of Advanced Projects (Future Launchers and Advanced Propulsion), reporting to the VP of Research and Development. Responsible, as ESA Prime Contractor, for the overall management of two European Programmes (FESTIP and RECORD): team leadership, resources and project planning, budgeting, execution, preparation and negotiation of new contracts. Michel managed a European team of twenty Project Managers working in a Consortium of ten sub-contractor organisations across Europe (Germany, Austria, Italy, Spain, Russia, France, Belgium, The Netherlands). • Team leadership, project planning, resources management, budgeting, execution, contracts negotiation • Co-operation with European and Russian partners, the Belgian Authorities, Governmental organisations and European Union (Tacis) . ACHIEVEMENTS: - End of project milestone was executed on time, with quality and at great satisfaction of our customer and partners - Learning social and technical Russian language . From July 1995 to December 1997 (2 years 6 months) Liège Area, BelgiumSystem Modelling Architect - Liaison @ . Expatriate in France at SEP, subsidiary of the Snecma-Safran Group: world leader in development of rocket propulsion systems (Ariane rockets). Responsible for the computer modelling and functional simulation of the Vulcan Ariane5 main engine: • Computer modelling and simulation of rocket engines: dynamic and iterative • Rocket engines physical, functional and performance analysis • Liaison: to facilitate communication and transfer between both companies • Responsible for on-site customer satisfaction. ACHIEVEMENTS: - Personal development of the engine transient and identification models, based on inferential statistics - Participated in all Vulcan engine preparation, tuning, firing and analysis during that period - Tripled the size of the business with that customer - Upgraded the computer systems (Silicon Graphics under Unix) - Visited the Baikonur cosmodrome, studied at Moscow Aviation Institute (summer 1994) and started learning Russian . From December 1991 to July 1995 (3 years 8 months) FranceEngineer Space Mechanisms @ . Young Graduate Trainee at ESTEC, European Space and Technology Center, The Netherlands. Responsibility: • Monitor technological trends and maintain state-of-the-art expertise in tribology and high reliability precision devices • Foster new application areas for multidisciplinary innovative electro-mechanical systems and technologies • Define and monitor industrial research and development activities in European organisations ACHIEVEMENTS: - One of the High Potentials selected out of 350+ applicants - Selected with full scholarschip, by ESA and my Government, to participate in International Space University summer Camp. - Contributed to the creation of a first of a kind European Space Tribology handbook. From October 1990 to November 1991 (1 year 2 months) The Hague Area, NetherlandsProject Engineer @ Project Engineer, Rocket Propulsion, Research and Development Department, FN Motors, Belgium. Responsible to design, develop and qualify of the main combustion chamber Valves of the Ariane 5 Vulcan cryogenic (-253 decC) rocket engine. Planning and co-ordination of project-relevant work. ACHIEVEMENTS: • Michel developed a valve with a revolutionary design which exceeded ten times the original specifications of lifetime and quality. The project successfully passed on time its Critical Design Review • Since then, all Ariane5’s rocket main engine are equipped with that new design . From August 1988 to September 1990 (2 years 2 months) Liège Area, BelgiumCertificate - Achieving Outstanding Performance - Executive Leadership Programme, Business Administration and Management, General @ INSEAD From 2015 to 2015 Master of Science (MSc), LEAN Enterprise @ University of Buckingham From 2013 to 2015 Black Belt, DFSS Design for Six Sigma and Lean-DMAIC @ Six Sigma Black-Belt Philips From 2008 to 2008 MBA, Management-Strategy, England @ Ashridge Business School From 1998 to 1998 Certificate - MSc level, Air and Space Operations Technology @ International Space University From 1990 to 1990 Ir. MSc Master of Science, Electromechanics - Robotics - Mechatronics, A = Great Distinction @ Liege University From 1983 to 1988 High School, Latin - Mathematics - Sciences @ Athénée Royal de Visé From 1977 to 1983 Michel ✔ is skilled in: Six Sigma, Operational Excellence, Continuous Improvement, Process Improvement, Lean Manufacturing, Strategy, Change Management, Quality Management, Program Management, Leadership, Business Transformation, Project Management, Value Stream Mapping, Product Development, Quality System

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In a nutshell

Michel ✔'s Personality Type

Extraversion (E), Intuition (N), Thinking (T), Judging (J)

Average Tenure

1 year(s), 10 month(s)

Michel ✔'s Willingness to Change Jobs



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