1. Strategic Business and Organizational Development 

Programs EU Equipment Innovation Centre (EIC) – Establishment of business model and organisation Role: 

EU Management Lead Conception and development of a new business model (Equipment Innovation Centre) for the EU region 

• Establishment of an EU-wide programme management and governance structure 
• Establishment of a viable organizational interface between European series production and Chinese plant engineering and production 
• Definition and standardization of operational requirements, technical specifications, central manufacturing processes and organizational standards (e.g., costing) 
• Objective: Securing internal value creation, building sustainable process know-how and reducing dependence on external suppliers

2. Globale Programs for Serial Product Launches & Industrial Engineering

Global MFA2-Program Serial Product Launch (Daimler / Mercedes A- & B-Class Instrument Panel)

Role: Senior Manager Global Advanced Manufacturing Engineering

• End-to-end responsibility for global MFA2 instrument panel Launch programs (China, Mexico, Czech Republic)
• Program Management with focus on
  • harmonization of regional Equipment and Tooling concepts incl, cross-mating of parts
  • successful achievement of defined ramp-up KPIs in all regions and
  • sustainable reduction of failure cost useing standardization and consequent knowledge transfer through all regions.

Plant Management Spare Parts Business – Europa und Südafrika

Rolle: Leadership

• Overall responsibility for the spare parts business in Europe and South Africa 
• Leading a cross-functional team with around 30 employees 
• Optimization of layout and manufacturing processes in the spare parts business 
• Successful implementation of process optimizations and business expansion, including acquisition and integration of the BMW F30 instrument panel spare parts business

Leading Industrial Engineering & Launchmanagement – Plant

Role: Leadership

• Lead cross-functional teams with about 14 employees
• Succesful Managment of about 70 Product Launches with capex budgets up to 6,5 M€
• succesful achievement of defined Launch KPIs

3. Footprint-, Transformation- and Restrukturing Programs

Program New Plant / Greenfield – Kragujevac (Serbien)

• Responsibility for production and supporting facilities at the new site 
• Integration of industrialization, plant construction and series ramp-up 
• Relocation of series production to the new location
• Customer Management

Program New Plant / Greenfield – Žatec (Tschechische Republik)

• Focus on New Product Launch (Škoda Instrument Panel)
• Planing of Start Up and Capex budget requirements
• Definition of Process and Material flow according to Lean Manufacturing principles
• Coaching of Plant Launch Managers as well as the AME-Managers of the new plant
• Support team duringes Audits

Relocations

• G463-Door Panel Program
  • partial production relocation from Plana (CZ) to Slovenj Gradec (SLO)
  • Regular reporting meetings to Top-Management of customer Magna
• BR205-Beltline-Program
  • relocation of several production lines fromm Hungary to Serbia during running serial production
  • central point of contact for customer Daimler
• Production relocation from Wuppertal (D) to Žatec (CZ)
  • Transfer of 12 Injection Molding machines
  • Transfer of more than 25 Injection molds in serial production

Escalation and Restructuring Initiatives

• Kia Exit Project (Slovakia)
  • Led a cross-functional project team
  • Managed the complete market exit, 
  • including direct customer communication
• Program to reduce customer backlogs in the spare parts business (Daimler, BMW, Volvo)
  • Escalation-driven restructuring measure
  • Stabilization of delivery performance and c
  • ustomer satisfaction
• Bottleneck management – Opel Astra door trim
  • Targeted escalation project launched during the ramp-up phase
  • Very close collaboration with the customer to ensure supply
• Restructuring and insourcing programs
  • Response to a supplier failure
  • Transfer of 10 injection molding machines and 
  • 30 molds from a Belgian supplier to our own production facility in Wuppertal
  • Insourcing of 12 injection molds from a German supplier to our own production facility in Wuppertal
  • Implementation during ongoing series production
  • Stabilization of costs, quality, and delivery capability

Special Transformation and Crisis Projects

• Transformation Project Outside the Automotive Industry in the Context of COVID-19
  • Establishment of a Chinese production facility for medical masks in the EMEA region
  • Ensuring the supply of materials
  • Ensuring compliance with specific quality requirements and
  • supplying customers

4. Early-stage transformation and continuous improvement programs

• Establishment of European injection molding organizations
• Turnaround and restructuring support for the Wuppertal manufacturing site
• Lean and Six Sigma programs in parallel with line management responsibilities
• Contimuous Improvement Manager incl. Lead of 4 Black Belts
• Introduction of standardized structures for continuous improvement, reporting, and lessons learned