Amsterdam University of Applied Sciences · 2020 to 2024
BSc Engineering,
Business Engineering
A programme at the intersection of engineering, operations and management. For four years everything came back to the same question: how does a process really work, and how do you improve it without it seizing up somewhere else.
I send my diploma and transcript on request. They are not published here, because they carry personal data.
Size
240 ECTS Four years, full timeSpecialisation
Business Engineering Process and organisationMinor
Entrepreneurship 30 ECTS in year 3Extra course
Product finishing Outside the curriculumThree things from the programme that stayed with me.
Analysis
Getting to the bottom of a process
Taking a process apart until it is clear where it seizes up, and rebuilding it so the bottleneck does not reappear one step further along.
Substantiation
Doing the maths on choices
Calculating assumptions instead of accepting them. Statistics, scenarios, cost and return as the basis for the decision that follows.
Translation
Connecting the floor and the office
Speaking both languages: understanding what happens on the shop floor and translating it into something the board can decide on.
Electives
Entrepreneurship
Chosen deliberately as a counterweight to the analytical side of the programme. From idea and customer validation to revenue model and financing: running a venture rather than reading about one. What stayed with me most is how fast an assumption collapses once you put it in front of a real customer.
Product finishing
I took this course out of interest in the last step of the manufacturing process: how a product is finished and protected, and what that choice does to cost, quality and service life. It gave me a more concrete picture of what a process improvement means on the shop floor.
In practice.
MSD: Capex planning
Built a tool in Excel and VBA that brings together FTE allocation across Capex projects, refined in rounds with the people using it.
View case →EY: Technology Risk
Graduation research into the department's onboarding process, which ran differently for every new joiner.
View case →