„Do not ask WHO is to blame, but WHAT is the root cause?“
Operations Management
  • Responsibility for the whole internal added value process with a high vertical range of manufacturing – from small-batch to large-batch production
  • Simultaneous leading and coordinating of several production sites, also in various countries
    Break up of set structures in operative and administrative areas
  • Calm and successful – also in tricky situations and times of troubleshooting
  • Sustainably successful by making use of the very fast ability of perception and integration in optimization of processes, process flow and organizational structures
  • Implementation of Lean Production and Culture based on the Toyota production system (Toyota Kata)
  • Continuous and significant improvement of key figures with regard to quality, stock, on-time delivery and costs
  • Transition from traditional shop production to contemporary production using optimization of material flow up to line production by applying standard methods such as Kanban, Six Sigma, 5S, SMED, ripcord and PDCA