• Clarify roles and processes
• Training and overseeing stakeholders
• Make progress quickly
• Evaluate process weaknesses and risks
• Redesign processes and management system
• Introduce systems that contain improvements
• Radically simplify processes
• Automation and digitital transformation
• Involvement of suppliers, logistics partners and customers
Head of Supply Chain Management,
Biotechnological production site
Dr. Bruchmann, CEO, medical contract research organization
Head of Quality in the glass industry
Head of Human Resources in an energy and mining company
Plant Manager in the chemical industry
You can rest assured that you will always receive clear, pointed, unconventional statements from me. This is part of good, successful collaboration in my opinion.
I am very familiar with operational issues (production and supply chain) because of my many years of industrial experience in various sectors.
I am a resourceful, analytical person who quickly finds the root cause of problems. I always keep simple, cost-effective solutions in mind that can be directly implemented and give my clients momentum and motivation.
I am a persistent go-getter, I stay on target, and keep working until I have solved the problem. Even in the face of resistance.
Education: Industrial Engineer (University of Karlsruhe, Germany).
Additional qualifications: Lean Six Sigma Master Black Belt und Scrum Master.
Management Operating System in production, logistics and planning. KPIs, reports, structured meetings and continuous improvement at a convenience food manufacturer. 1,5 Mio € cost reduction.
Permanent elimination of backorders at a medical diagnostics manufacturer. Capacity expansion through improved production planning (Sales&Operations Planning) and logistics outsourcing.
Analysis of production losses during frozen pizza production. Redefinition of the management operating system. Potential for 5% OEE increase.
Ensuring plant logistics for biotech production. Process stabilization and risk minimization.
Two million euro OPEX reduction per year for production, maintenance, and logistics in chemical plants. Introduction of a management operating system. Coaching for first-line production managers
Efficiency quick check in research laboratories. Determining potential for >10% throughput increase.
Analysis of production control and material flow for a special chip manufacturer. Identification of opportunities to reduce throughput times and inventory by 70%.
Make or buy decision for circuit boards and device production at a company in the power electronics field
Introduction of shop floor management and 5S for a railroad company: improvement of timely, thorough completion of work orders
Procurement operational excellence manager at an international pharmaceuticals company including supplier development and process monitoring. Solving complex technical problems with the help of production and suppliers. Reduction of error rates from 400 ppm to 20 ppm.
Redesign of warehouse logistics and commissioning processes. Efficiency increase of 20% for an injection molding company in the automotive sector
Crisis management. Lean Six Sigma program to solve serious process and quality problems for an injection molding company in the automotive sector
Holistic process optimization in a limestone plant: reduction of energy consumption by 10%
Optimization of material flows, processes, and IT in the European distribution center of a chip producer. Reduction of the proportion of late deliveries from 19% to 6%
