Expert in lean and digital transformation, lean manufacturing, project and Interim Management

6/1993 — Bis heute Braunschweig- Hannover ,  Deutschland Selbständig

Ergebnisorientierter Praktiker mit breiten Wissensspektrum, der seinen Fokus sowohl auf das Erreichen der ihm beauftragten als auch seine eigenen Ziele hat, mit einem gesunden Maß an sozialer Kompetenz. Seine Kennzahlen im Überblick: 5 Tage: Lieferung eines soliden Statusberichts 10 Tage: mit max. PS auf der Straße 20 Tage: relevante Themen meiner Kunden im Griff 30 Tage: Kunden signalisieren „Verbesserung deutlich messbar“

6/1993 — Bis heute Braunschweig- Hannover ,  Deutschland Selbständig

Ergebnisorientierter Praktiker mit breiten Wissensspektrum, der seinen Fokus sowohl auf das Erreichen der ihm beauftragten als auch seine eigenen Ziele hat, mit einem gesunden Maß an sozialer Kompetenz. Berufserfahrung Seine Kennzahlen im Überblick: 5 Tage: Lieferung eines soliden Statusberichts 10 Tage: mit max. PS auf der Straße 20 Tage: relevante Themen meiner Kunden im Griff 30 Tage: Kunden signalisieren „Verbesserung deutlich messbar“

6/1993 — Bis heute Braunschweig- Hannover ,  Deutschland Selbständig

Ergebnisorientierter Praktiker mit breiten Wissensspektrum, der seinen Fokus sowohl auf das Erreichen der ihm beauftragten als auch seine eigenen Ziele hat, mit einem gesunden Maß an sozialer Kompetenz. Seine Kennzahlen im Überblick: 5 Tage: Lieferung eines soliden Statusberichts 10 Tage: mit max. PS auf der Straße 20 Tage: relevante Themen meiner Kunden im Griff 30 Tage: Kunden signalisieren „Verbesserung deutlich messbar“

5/2023 — 11/2023 Stuttgart ,  Deutschland Projekterfahrung

Responsibility and implementation of the homogenization of processes and management in the area of "Field Service Management" and "Online Services" for the business units in Germany, Switzerland, Netherlands, UK, USA, India and China

4/2023 — 7/2023 Essen ,  Deutschland Projekterfahrung

Cooperation in different customer projects on the subject of value stream analysis and localization of improvement potential in production processes

1/2023 — 5/2023 Poznam ,  Polen Projekterfahrung

mplementation of new several recipes for the extrusion of lead on an L-extruder for the production of lead battery plates Implementation of several recipes for punching of lead battery plates for the production of lead battery

12/2022 — 2/2023 Poznam ,  Polen Projekterfahrung

1- Using Lean improvement KATA to localize all the limiting Obstacle 2- Analysis and improve the Technical availability of processes, operations (according to VDI 3423) 3- Analysis and improve Missing and/or incorrect work instructions for the processes and operations 4- Analysis and improve Quality specifications that cannot be met (tolerances) 5- Analysis and improve Missing and/or incorrect MSA for existing measurement systems. 6- Coaching for COO, Maintenance, Engineering and Lean

2/2022 — 9/2022 NRW ,  Deutschland Projekterfahrung

1- Analysis of the value adding transformation time for the production of orthopaedic shoes 2- Localisation of "non-value adding activities" for selected articles or article groups in the production . 3- Evaluation of possible improvement activities to minimise the localised "non-value-added activities". 4- Support in the implementation (Improvement KATA) of the improvement measure with the greatest impact on the transformation time in alignment with production.

7/2021 — 5/2022 Zürich ,  Schweiz Projekterfahrung

Cooperation in different customer projects on the subject of value stream analysis and localization of improvement potential in production processes

7/2021 — 5/2022 Czech Republic ,  Tschechische Republik Projekterfahrung

1- Increase productivity of medical wound disinfection sets production by 5% with the same staff. 2- Remove the root causes of productivity improvement and to introduce TARGET objectives 3- Introduction of SAP data collection to calculate OEE 4- Evaluation changeover times. Localisation of the root causes of problems with the help of SMED. 5- Process analysis using SIPOC and RACI to evaluate the number of employees in the non-productive factory areas as well as in factory administration.

1/2020 — 7/2021 Bayern ,  Deutschland Projekterfahrung

1- Training of the units concerned in the procedure 2- Recording and documentation of all processes in accordance with Lean SIPOC and Lean RACI for maintenance and facility management of both business units (approx. 45 employees) 3- Evaluation of the effort in hours for the individual processes. Evaluation of the SAP service expenses 4- Discuss and coordinate consolidation alternatives including measures and roadmap with the company owner

4/2019 — 8/2020 NRW ,  Deutschland Projekterfahrung

1- Interview with appropriate staff and managers 2- Lea SIPOC top down Analysis of services, value-added processes and management processes. Process -Lead time calculation 3- Documentation of the optimized results

4/2019 — 2/2020 NRW ,  Deutschland Projekterfahrung

1- assembly product families 2- Customer requirements (customer demand rate) analysis per product family 3- Value stream analysis (actual) 4- Optimization of the value stream (value stream design) 5- Plan for the implementation of coordinated improvement measures

10/2018 — 12/2018 Bayern ,  Deutschland Projekterfahrung

1- utilisation Operation Table and Videos to describe all the Changeover steps for the differents extrusion lines 2- Root Causes Analysis using Lean SMED. 3- Finding the root causes and discuss improving measure with the plant manager 4- Using PDCA Project to deploy and check different improving measure 5- Describe and deploy the new SOPs together with the plant manager Result: Reduction the Quick Changeover time from 180 min to 50 min

10/2018 — 11/2018 Bayern ,  Deutschland Projekterfahrung

1- Lean Spaghetti to describe all the motion steps between the defined Process 2- Analysing and Checking differents solution by using a PDCA Project 3- Result: Finding the root causes and discuss improving measure with the plant manager

7/2018 — 9/2018 NRW ,  Deutschland Projekterfahrung

Training CI Team-Members (25 Team Members) Training Topics: 1- Lean Basics 2- How to recognize and reduce wasted activities inside of the office departments. A lean approach 3- Lean- Wasted and „value add“ activities 4- Just in Time, 5S 5- Prepare and doing Workshop 6- Root Causes Analysis 7- The Voice of customer = KANO, CTQ, 8- Walk through the Process = SIPOC, RACI

1/2017 — 1/2018 Nidersachsen ,  Deutschland Projekterfahrung

1. Localise and prioritise supervisor areas at the locations in question with the largest budget, deadline and Quality deviations 2. Record all the necessary production steps in the supervisor areas in question, and assess potential for improvement using a value stream analysis 3. Implement the solution approaches developed based on PDCA; write and complete training sessions on work instructions 4. Establish key performance indicators for longterm monitoring of results

1/2016 — 12/2016 Niedersachsen ,  Deutschland Projekterfahrung

The following modules were introduced according to the PSI company process model: • Financial accounting, system bookkeeping, personnel (HR) • Order management (PSP project structures, customers, offers, orders, workflows, article masters, bills of materials, work schedules, booking units, manufacturing parts lists, sales and invoicing, purchasing and auditing, production, rough production planning, material management and logistics, value flows and calculation) • Cost accounting, Reports, BI

1/2014 — 1/2015 Nidersachsen ,  Deutschland Projekterfahrung

Organisation size with 1200 Employee 1. Analyse processes (Leam SIPOC, RACI) for the following company divisions: planing, purchasing, quality , HR, project management and production. Reduce the Lead Time 2. Record all production steps (value stream analysis) in detail in the different production plants, in order to use different lean methods (value stream analysis) to reduce the cost to a minimum.

1/2014 — 1/2015 Niedersachsen ,  Deutschland Projekterfahrung

1. Collecting and document requirements for select areas in collaboration with the departments, as the basis for a call for tenders 2. Identifying assessment criteria as the basis for evaluating ERP and MES providers; 3. contract and price negotiations with relevant providers 4. Summarising results for management as a basis for decision-making; presenting and assessing results alongside management

1/2013 — 12/2013 NRW ,  Deutschland Projekterfahrung

1. plan and control the move in and ramp up phases 2. Introduction of KPI incl. Targets for productivity, efficiency, and overall system efficiency 3. Improve the existing plant organisation according to the new KPI Targets 4. Imporve the Existing maintenance according to the new KPI Targets

1/2013 — 12/2013 NRW ,  Deutschland Projekterfahrung

1. Support in coordinating and synchronising all activities between the different project participants and system suppliers for ramp-up the master production computer 2. Preparing 250 test cases based on an existing specification manual, as the basis and requirements for accepting and ramp-up the software 3. Supporting line management in meetings with software suppliers, in order to clarify functions “misunderstood” by software providers and their prepared “change requests”

1/2012 — 12/2012 NRW ,  Deutschland Projekterfahrung

1. Project management, project, personal planning, project controlling 2. Ensuring coordination in the supply of raw materials, semi-finished goods, and finished fixtures by ship or truck according to the production schedule to the different plants 3. Clarification and technical solutions for design and production problems that occurred during production 4. Technical clarification and commercial negotiations 5. Intermediate and final acceptance of transition pieces in the production

1/2010 — 12/2012 Rheinland-Pfalz ,  Deutschland Projekterfahrung

1. Converting to pull production with the support of a planning tool 2. Introducing SPC to monitor process deviations on the Aluminium Extrusion 3. Reducing profile scrap on the Aluminium Extrusion 4. Introducing seamless batch tracking for automotive industry orders 5. Introducing automated machine efficiency monitoring in accordance with VDI 3423 6. Digital Transformation with MES

1/2010 — 12/2010 Sachsen-Anhalt ,  Deutschland Projekterfahrung

1. Adapting communication between automation (handling) and the associated process, as well as the integrated measurement systems 2. Incremental start-up of the production line in collaboration with production management, up to reaching maximum production performance with the new production methods

1/2009 — 12/2009 Sachsen-Anhalt ,  Deutschland Projekterfahrung

Project specifications = time 12 months; tolerance 15 % Project scope = 50 million €; team size = 30 employees and 15 subcontractors 1. Coordination and support of production, technology, maintenance, and measurement technology to prepare test cases, in order to accept functionality of the production systems in the line 2. Coordination of all suppliers of process and automation systems and measurement technology

1/2008 — 12/2008 Sachsen-Anhalt ,  Deutschland Projekterfahrung

introduce the following components of an Industry 4.0 solution for the three production lines: 1. Product and batch tracking 2. Visualisation of system status according to SEMI standard; control station 3. Process and measured data recording and visualisation 4. Quality data recording and monitoring 5. Assessment and statistics (reporting)

4/2007 — 12/2007 Sachsen-Anhalt ,  Deutschland Projekterfahrung

Project scope = 5 million €. introduce the following modules to monitor the production processes: 1. Product and batch tracing 2. System control station and production cockpit 3. Process and machine data recording and visualisation 5. Quality data recording and monitoring 6. Operating data recording, assessment and statistics (reporting) 7. Fine production planning (planning simulation) 8. Information management – Online shift book

1/2005 — 12/2005 Braunschweig ,  Deutschland Projekterfahrung

SIPOC analysis of processes in all departments to localise potential areas of optimisation. project phases: 1. Assembling a group of promoters 2. Training the promoter group 3. Analysing the current situation 4. Identifying new processes using the CRM software 5. Identifying necessary adjustments to the CRM system 6. Documenting new processes to introduce a quality management process 7. Training all users

1/2003 — 12/2004 Braunschweig- Hannover ,  Deutschland Projekterfahrung

1. Online distribution should be established as an option (additional sales channel) to be able to sell insurance products with lower personnel expenses 2. The following products were moved to the online environment: Life insurance, investment, health, and vehicle insurance, as well as various products for company pension plans

1/2000 — 12/2002 Braunschweig- Hannover ,  Deutschland Projekterfahrung

The problem: In some cases, over three weeks’ time passed between when the customer signed the contract and when the order was confirmed by central order processing. The Taget: To reduce the reaction time for sending order confirmations to customers to 4 business days Project Tasks: introduced decentralised order entry for its roughly 3,500 consultants, with the objective of allowing them to send insurance agreements to the central office in electronic format.

1/1999 — 12/1999 NRW ,  Deutschland Projekterfahrung

1. Introduction of variation configuration for rates, similar rates combined into one rate; differences in services reflected using variations 2. Rules for using a specific rate were saved in a matrix In detail 1. creating a table to summarise all existing rates 2. Combining rates into variations 3. Introducing standard software with a product variation configurator to manage rates

1/1997 — 12/1997 NRW ,  Deutschland Projekterfahrung

1. Introduction of a help desk solution to administer all hardware components, with petrol station configurations, as well as to administer all incidents reported by petrol station operators 2. Introduction of the key performance indicators “on time delivery”, “MTBF” (main time between failure) and “MTTR” (main time to repair) to control the efficiency of electrical maintenance

1/2024 — Bis heute Niedersachsen ,  Deutschland Projekterfahrung

1- Analysis of the root causes for the main problems in the ramp-up phase 2- Use Six Sigma Design of Experiment to develop a new recipe for the machine and raw material 3- Six Sigma evaluation of the Experiments results 4- document Recomendation for a standard process