Specialist for applied Lean Management for people, machines and processes

Career History

Since 2020 Holistic Process Optimization / PROPERIM

Trademark owner and freelance project manager

Results

• Creation of online seminar “Strategic planning and success assurance

• Set up of structure for online trainings

Measures

• Market analysis regarding alternatives to onsite project work

• Requirement analysis regarding online activities

• various marketing and sales activities

2018 - 2019 Holistic Process Optimization

Production optimization Medical Components

Results

• Production line split at a German site of a medical equipment manufacturer into high volume series and workshop manufacturing area considering dynamic sales & operation planning

• Optimization of product quality, first pass yield, productivity and lead time, availability, on-time-delivery and employee motivation

• Implementation of product value streams based on Hancho concept with balanced semi-autonomous workgroups

• Setup ideal and future state as target condition by value stream design

• Creation, staffing and agreeing implementation roadmap

• Award winning results: Quarterly 10% performance improvement

• Optimization of EBIT

   

  Measures

• Deployment of value stream analysis and design

• project analysis -planning and -execution

• Coaching of multi-national technical specialists and managers

• Integration of logistics and planning & scheduling functions

• Elaboration and implementation of organizational changes

• Incorporation of support functions including customer services and supply chain management

• Organizational and employee development

   

Cooperation in planning and design of new medical equipment factory with clean room requirements

• Elaboration of greenfield improvement opportunities

• Design of value stream process chains with interlinked installations

• Elaboration of clean room requirements and equipment for optimized utilization

2017 Holistic Process Optimization / PROPERIM

Trademark owner and freelance project manager

Results:

• Foundation of PROPERIM brand

• Seminar Lean 4.0 started

• Implementation of strategic planning with design company

Measures:

• various sales and marketing activities

• Implemantation of Hoshin Kanri and value stream analysis

• Activities qualified, quantified and prioritized

2016 Holistic Process Optimization / PROPERIM

Trademark owner and freelance project manager

Results:

• Project negotiations with pharmaceutical and aerospace companies

• Strategic planning and operationalization in forensic company

Measures:

• various sales and marketing activities

• Implemantation of Hoshin Kanri and value stream analysis

• Activities qualified, quantified and prioritized

2014 - 2015 Hillenbrand Germany Holding GmbH

Position: Director Lean Business – Coperion Group

Results:

• Realization of business objectives by team- and project based optimization activities

• Elaboration and realization of an implementation roadmap for the focused areas

• Achievement of measurable and cost effective effects

• Ignition of a cultural change towards a learning organization

• Intentional demand and foster of these change by management

• Set up of Lean competence in the line organization with technicians and leaders

• Initialization of a professional change process within the company

• Precondition for flexible, robust and transparent processes

• Improves awareness of the entire process at stakeholders

• Transformation from a functional to a value stream oriented organization

Activities:

Cooperation at set up and implementation of the business strategy

• Strategic management process

• Implementation of policy deployment through organizational levels

• Break down of business objectives to team level

• Creation and realization of strategic initiatives to achieve the targets

• Collaboration in adjustment and further development of the Hillenbrand Business System

• Coordination of corporate requirements with the Coperion Group demands

Set up of Lean capacities within the Coperion Group

• Training and coaching of Lean officers in the sites

• Coaching of technical and management level in the organization

• Set up of a global group Lean network with regular best practice sharing

Facilitation of process and performance improvements

• Implementation of standardized approach for project and team based improvement activities

• Execution of value stream analysis, elaboration and priorization of optimization potentials, creation of implementation roadmaps

• Realization of business goals focused measures with evidence of effectiveness. Follow up of hard and soft savings

• Implementation of visualization and KPI systems

• Execution of situational open and under-cover coaching of management

• Support to the organizational and mental change process

2011 - 2013 Holistic Process Optimization

(several well reputated consulting companies)

Position: Freelance management consultant and interim manager

Lean transformation with a commercial vehicle manufacturer in Germany

• Introduction of standard work and shopfloor management

• Optimization of master programming and forecast processes

• Methodical support in implementing configuration management

Lean Transformation with 1^st tier automotive supplier in quality and logistics aspects in Germany and Spain

• Creation of ideal and future state value streams with roadmap for achieving superior business goals

• Reduction of costs of poor quality and logistics costs

• Secure sustainablity

Lean Transformations in automotive and packaging industry in Germany

• Reduction of set-up and leadtime, so achieving more flexibility

• S&OP and production planning

• Reorganization of shipping /outbound logistics

Business Process Modeling at a spacecraft system company in Germany

• Implementation of software for business process modeling

• Realization of a process map

• Modeling of pilot processes considering of normative requirements

Implementation of Lean production to a manufacturer of turbines for hydraulic power plants in Argentina

• Potential analysis and priorized implementation roadmap

• Set up of light house areas

• Introduction and stabilization of Shopfloor Management including coaching of managers and technical specialists

2010 – 2011 Staufen AG.

(Consultancy)

Position: Senior Lean Consultant

Optimization of spare parts logistics at a commercial vehicle manufacturer

• warehouse revision and inventory reduction

• optimization of order management processes

Execution of a Lean warehouse project with a company of the healthcare industry in Switzerland

• As-is-analysis and potential analysis

• Creation of future processes including IT and physical layouts

• Optimization of inventory level and lead time

Training and coaching of the management and Lean experts with a manufacturer of electric devices and fasteners in Mexico

• Lean basics workshops with 5S and visual management

• Problem solving methods

Cooperation in set up of logistics concepts for multi-level production

• Creation of supply concepts with ABCxyz analysis

• Planning of milk run implementation with supply and removal strategy

2008 - 2010 RWD Technologien Deutschland GmbH

(Consultancy)

Job Position: Lean Consultant

Implementation of TPS based proprietary production system in Aerospace

industry

• Value stream mapping for production, logistics, development and administrative areas

• Constraint analysis and priorization of measures

• SWOT analysis

• Developing, qualification, quantification and priorization of optimization opportunities

• Preparation, guidance and execution of Kaizen workshops

• Training and coaching of all management levels

• Education of Subject Matter Experts in theory and on-the job training

• Know how transfer and support to logistics outsourcing projects

• Improvement of material and information flow, layout and visualization

Execution of Deep Dive Analysis in optical glassfiber industry

• Value stream analysis

• Future state definition

• Involvement of operators and stakeholders

• Lean assessments

Internal projects

• Cross divisional Lean trainings

• Preparation of Lean Learning Academy for Green Belt education

• Sales support: active opportunity scanning, technical Lean specialist in client presentations, creation of client project proposals

• Development of new business models considering client´s products and services with relation to SAP implementation projects based on Blue Ocean methodology

2007 – 2008 TEREX Deutschland GmbH

(Construction equipment industry)

Job Position: Lean Promotion Director

Set up of internal Lean organization

• Mentoring and coaching of Lean Promotion Officers

• Definition and training of internal Lean Experts

• Alignment to corporate objectives

Production projects:

• 5S Implementation

• Synchronization of supply areas, pre- and final assemblies to customer takt time requirements in excavator production

• Implementation of U-cell manufacturing for hydraulic cylinders including machining, assembling, testing and packaging

• Involvement of national and international suppliers

Logistic projects:

• 5S Implementation

• Reorganization of goods receiving area

• Layout optimization of material and vehicle flow

• Implementation of Pull and consignment stock processes

• Implementation of parts kitting by JIS suppliers with standardized re-usable packaging

2005 – 2007 Hella KgaA

(1^st tier automotive supplier)

Job position: Project Manager CLM (Corporate Logistics Management)

• Inventory Management on corporate level

• Re-organization of logistics processes in the mexican subsidiaries

• Sustaining of the engineering change management with phase in/phase out

• Appliance of Lean Management principles in the Logistics projects

2004 – 2007 Hella KgaA

Job position: Corporate Process Manager ECM OtD (Engineering Change Management Order-to-Delivery)

• Responsibility for corporate creation, standardization and sustainability for engineering change management

• Analysing of current processes with regard to added value

• Definition of legal, branch and company specific requirements agreed with the relevant stakeholders

• Set up and test of new streamlined processes to create a corporate policy

• Implementation of processes using PDCA cycle including training, coaching and continuous improvement

• Set up of ECM experts organization in all subsidiaries with process training in theory and by real cases

• Implementation of technical networks assuring standardized best practise

• Freight optimization with regard to material, information and value flow

2002 - 2005 Hella KGaA and Electro Optica S.A de C.V, Mexico

Job position: Project Manager SHARP (Standardization and harmonization of

processes by SAP)

• Cooperation with master/template creation aligned to streamlined best practise processes including business process reorganization

• Cooperation with SAP-implementation in pilot plant (“process attorney”)

• Project lead for rollout of SAP-implementation in the mexican plants

• Set up and establishing SAP-key-users in their working areas

• Sub project lead for the ECM-module in all national and international rollouts

1999 - 2002 Hella KG Hueck & Co

Job position: Kaizen Manager & Founder VBM Verbesserungsmanagement/

Continuous improvement management

• Starting with Lean Production/Kaizen with international consulting company within a pilot area of headlamp production

• Continuous scope extension and rollout activities to the entire plant and to the supply chain

• Rollout to other national and international plants

• Lean education of high potential executive trainees

• Creation of external centralized packaging department and transfer packaging processes out of production

• Concept and execution of KAIZEN-workshops in production and logistics (assembly lines, pre-assembly, molding, production supply – part train and supermarket)

• Inter-company project container management with supplier involvement

• Mentoring of students for their diploma theses

• Execution of Lean trainee programmes for executives

1991 - 1999 Hella KG Hueck & Co

Job position: Group leader production management Headlamp production OEM, OES, IAM

• Master programming and scheduling of production

• Allocation management

• Disposition for internal and external material

• Responsibility for exact Just-in-Time/Just-on-Sequence delivery to the clients

• Set up and execution of ERP-trainings to operators

• Process optimization for production and supply chain

• Set-up of production management for new production location for OEM production

1991 Kajo Chemie GmbH

(Chemical industry)

Job position: Purchase manager

• Set up of professional purchase processes

• Controlling from demand via ordering, goods receiving and staging to production supply

1987 - 1991 Hella KG

Job position: Production manager for dedicated headlamp production lines for

OEM, OES and IAM clients

• Master programming and scheduling of production

• Allocation management

• Disposition for internal and external material

• Operating for exact JIT/JIS delivery to the clients

1986 - 1987 Bundeswehr (German Army):

Job Position: Lance Corporal (Obergefreiter im Stabsdienst)

• Basic military service

1983 - 1986 Westfälische Metall Industrie KG (Hella)

(1^st tier automotive supplier)

Job position: Purchaser manager customs clearance and foreign payment processes

• Customs clearance and special customs procedures

• Special tax procedures

Execution of foreign payment processes with letter of credits/collection procedure