Hans-Dieter V.-Interim Executive | Operations, Supply Chain & Plant Transformation/Restructuring
Check rate
Experience
Interim Manager Operations – Process, Organization and Results Development
Mechanical engineering company with customer-specific, make-to-order production
approx. 150 employees, approx. EUR 28 million in revenue
Situation:
- High order backlog with weak EBIT; declining delivery performance and inadequate quality
- Limited visibility into production planning and control; leadership culture not sufficiently focused on results
Assignment:
- Stabilize production flow and delivery performance: analyze processes, remove bottlenecks and troubleshoot operations
- Establish effective control, planning and meeting structures
- Strengthen leadership skills and accountability at team leader level; embed a results-focused leadership culture
- Improve cross-functional collaboration between Sales, Engineering/Design and Production
- Improve costs and results sustainably
Control and coordination: 110 employees, 7 direct reports
Reporting to: Managing Director
Results:
- Increased delivery performance from below 70 % to above 90 % within four months; increased delivery volume by around 10 %
- Introduced bottleneck-based order prioritization and reliable planning figures for each product group
- Reduced internal complaint rate; cut scrap and rework costs by 15 %
- Introduced daily shopfloor meetings with Quality Assurance and Purchasing, an aligned forecasting process with Sales and Service, and a closed-loop inventory system
- Team and shift leaders now escalate issues independently, contribute solutions and implement them; established customer satisfaction as a shared goal across all departments
Partner
F&P Executive Solutions AG
Partnership of management consultants and interim managers
Operations Manager and Process Optimization / Plant Development
Customer-specific material and cut-to-size solutions, including professional processing
Company providing customer-specific material and cut-to-size solutions
approx. 300 employees, approx. EUR 95 million in revenue
Assignment:
- Direct leadership responsibility for two plants; stabilize management teams across three plants
- Analyze, align and redesign operational processes, shopfloor management, and warehousing and logistics workflows; implement production planning and control/quality assurance
- Design and support change processes; establish KPI-based reporting as a management tool
- Support turnaround and transformation initiatives; assist the management team with strategy and competitiveness workshops
- Clearly define and enforce regular communication, escalation paths and responsibilities across sites
- Develop leadership culture and managers
Operational management responsibility: 150 employees
Reporting to: Managing Director
Results:
- Optimized operational processes: reduced lead times by up to 30 %; increased delivery reliability from 78 % to at least 95 %
- Reduced machine and employee downtime by up to 15 %; increased efficiency by at least 20 %
- Stabilized management teams across three plants; introduced a KPI system and management reporting
- Implemented new warehousing and logistics processes without interrupting operations; created a foundation for sustainable plant development
HDV Interim
Interim Operations Manager / COO
MAP Maschinen- & Apparatebau Produktions GmbH
Complex steel structures and apparatus engineering
approx. 170 employees, approx. EUR 24 million in revenue | Company within the Neuenhauser Group
Assignment:
- Overall operational responsibility for cutting operations, welding, machining, surface treatment, engineering, quality, production planning and control, purchasing, shipping, logistics and maintenance
- Redesign volume and results planning, forecasting, workforce planning and monthly reporting to senior management and the group executive board
- Restructure the site as part of the business transfer under § 613a BGB and refocus series production and project business on profitability
- Strengthen costing methods, cost accounting, and quoting and pricing discipline; develop new business areas and customers
- Lead the change process through goals and KPIs, with close employee involvement
Overall operational responsibility: 130 employees
Reporting to: Managing Director / Group Executive Board
Results:
- Improved EBITDA from –12 % to +7 %; achieved positive EBITDA from early 2024
- Increased production output by +10 %, efficiency by +7 %, and delivery performance in project business from 82 % to 96 %
- Implemented the business transfer (§ 613a BGB) smoothly; restored the plant's ability to lead, manage and make decisions
- Effectively integrated planning, financial management and operational leadership; re-established costing and pricing discipline
Plant Manager
MAP Maschinen- & Apparatebau Produktions GmbH
Complex steel structures, equipment manufacturing and series production (automotive)
Scope of responsibility: 240 employees, EUR 46 million in revenue
- Responsible for production, maintenance, shipping, logistics and warehousing
- Further developed the site through process and cost optimization, standardization, KPI management, employee development and active participation in the management team
- Increased competitiveness through quality improvements, automation projects, the introduction of new technologies and organizational changes
- Results in series and project business: Increased production output by at least 15% and efficiency by at least 12%; sustainably improved employee flexibility through consistent KPI-based management
Plant Manager
Bochumer Verein Verkehrstechnik GmbH
Railway supply industry
Scope of responsibility: 400 employees | Production, production planning, maintenance, plant development
- Responsible for production (press shop, heat treatment, machining, painting, assembly, shipping), production planning, maintenance and plant development
- Lean management: Introduced standards in production and led by example
- Rigorous schedule and cost control, managing by KPIs, including ongoing analysis and optimization of all processes and costs
Projects:
- Reduced work in process across all production areas by 50%
- Introduced TOC (Theory of Constraints)
- Led the “Introducing Kanban in Assembly” project and introduced multi-machine operation
Results:
- Increased production output by at least 10% and efficiency by 25%, increased employee and process flexibility by at least 30%; secured premium supplier status with all railway manufacturers, including Deutsche Bahn and Stadler
Technical Director / Authorized Signatory
Jebens GmbH
Steel structures and component manufacturing
Scope of responsibility: 180 employees across two plants | Production, production planning, shipping, training
- Continued the transformation from a steel distributor into a high-profit supplier with a high level of vertical integration, including just-in-time supply (automotive)
- Managed using KPIs, established standards for daily team meetings and led Lean, continuous improvement and TOC initiatives; scaled shift operations to match workload; automated welding operations
Projects:
- Expanded the Components business unit, including setting up and managing Plant 2 in Nördlingen for very large welded components
- Introduced TOC (Theory of Constraints) with an external management consultancy
Results:
- Increased production output by 15% and efficiency by 20%; expanded the Components business unit into large components weighing over 160 t; secured premium supplier status
Plant Manager
ALFRED HEYD GmbH u. Co. KG
- Responsible for three plants, including responsibility for people, costs, schedules and quality across machining, tube and bar production, painting, outsourced processing, assembly, warehousing, maintenance, internal transport and shipping
- Budget, staffing and investment planning
- Schedule and cost control, “managing by KPIs”
- Led and contributed to process optimization projects across all areas
- Ongoing process optimization, Lean management, supplier management
- Employee development
Reference projects:
- Introduced Kanban in assembly/logistics for ball joints and axle struts
- Linked individual machines into machining centers with robotic loading
- Optimized internal and external logistics
- Contributed to the development of ball joints
Results: Increased revenue and unit volumes without increasing headcount, improved quality and customer satisfaction, increased production output by approx. 13%, and improved efficiency by approx. 18%.
Head of Production
NEUMAN ALUMINIUM Fließpresswerk GmbH
- Responsible for press operations (mechanical, hydraulic and eccentric presses), heat treatment, machining (turning, milling, grinding), toolmaking, maintenance, final inspection, packaging, warehousing and internal transport
- Budget, staffing and investment planning
- Schedule and cost control
- Ongoing process optimization, Lean management
- Employee development
- Implemented and ensured compliance with TS 16949 and ISO 14001, reducing electricity and gas consumption by 25%
Reference projects:
- Set up press and machining lines for pump housings and automotive components using partially and fully automated processes
- Introduced new technologies – ECM deburring of pistons (budget approx. €0.3 million)
- Initiated and led projects to sustainably improve systems and process parameters
Results: Increased production output by 25%, improved efficiency by approx. 60%, expanded and secured the business unit for automated high-volume production in the automotive industry.
Head of Manufacturing
ERHARD ARMATUREN
- Responsible for machining (turning, milling and grinding cast and stainless steel workpieces), assembly and surface technology (enameling, powder coating, wet coating)
- Schedule and cost control
- Ongoing process optimization, Lean Management
- Analysis of all processes and costs
Reference projects:
- Process optimization across all areas
- Just-in-time assembly of valves to achieve high delivery readiness (budget approx. 0.1 Mio. €)
Result: Increased on-time delivery to 98 %, reduced AA-/NA costs by 70 %, improved efficiency by approx. 20 %.
Planning and Consulting Engineer
INPRO Ingenieurgesellschaft für Produktions- und Projektplanung mbH
- Contributed to and led project teams at client sites
- Planned operations, including preparing overall layouts and action plans
- Estimated investment, prepared resource and schedule plans, and tracked implementation
- Developed logistics and changeover concepts
Reference projects:
- Mercedes S-Class testing area at the Sindelfingen plant
- BMW logistics area in Wackersdorf near Regensburg
Result: Successfully planned and set up the Mercedes S-Class testing area and the BMW Wackersdorf logistics area.
Manufacturing / Assembly Planning Project Manager
ZF AG
- Analyzed and optimized existing production processes in terms of space, time, material flow and costs
- Redesigned manufacturing and assembly processes and material flow; prepared specifications and requests for proposals, awarded contracts and commissioned equipment
- Introduced Kanban in assembly
Group Work Organization Coordinator
ZF AG
- Developed the group work concept in coordination with management and the works council
- Selected personnel and supported production workers
- Arranged and delivered training programs and events
Hydraulic Steering Test Bench Inspector
ZF AG
Industry experience
See where this freelancer has spent most of their professional time.
Experienced in Automotive, Manufacturing, and Professional Services.
Business area experience
See which departments and functions this freelancer has contributed to most.
Experienced in Production, Operations, Supply Chain Management, Quality Assurance, Logistics, and Human Resources.
Summary
I take on responsibility, leadership and turnaround-focused stabilization when companies, plants, processes and results are under pressure.
Companies gain stability, clear priorities and measurable improvements in delivery performance, efficiency and operating results.
To do this, I bring technical depth, turnaround experience and a strong focus on execution, built on more than twenty years of experience across the value chain.
Current focus: operational restructuring, turnaround-focused stabilization, plant and process transformation
More than 20 years of leadership responsibility in plant management, production, engineering and COO-related roles
Extensive experience in production, supply chain, production planning and control, logistics, maintenance and quality
Expertise in improving results, KPI and shopfloor management, organizational development and Operational Excellence
Industry experience: mechanical and plant engineering, steel construction, metalworking, automotive, rail, energy and infrastructure
Skilled at working across functions in SMEs, family-owned businesses and corporate environments; dependable during change and under pressure
Interim assignments with operational leadership responsibility, focused on restructuring and plant development
Permanent roles as Plant Manager, Technical Director, Operations Manager and Head of Production; leadership responsibility for up to approx. 400 employees
Proven success in improving EBITDA, delivery performance, lead times and efficiency, reducing WIP and stabilizing processes
Extensive experience in operational restructuring, turnarounds, production and logistics optimization, leadership development, shopfloor management, KPI and target systems, change management, reorganization, business transfers and cultural stabilization
Working style defined by clear analysis, prioritization, transparent metrics and consistent execution at the plant
Personal qualities include resilience, a practical approach, direct communication and calm leadership in challenging situations
Skills
Leadership
- Contribute Across Functions To Management Groups, Executive And Strategy Teams, Including In Corporate Environments
- Continuously Analyze And Optimize Processes Using Lean Management Principles
- Build, Lead And Reorganize Teams Through Targeted Selection And By Fostering Constructive Collaboration
- Goal-Oriented, Motivating Leadership Style; Experienced In Creating Win-Win Situations And Resolving Conflicts
- Professionalize Core Processes And Delegate Tasks Effectively
Financial Leadership
- Prepare Annual Plans, Including Budgets, Investments, Staffing And Training Needs
- Prepare And Assess Business Kpis Such As Scrap Rate (Scrap), First Time Quality (Rework), Service Rate (On-Time Delivery), Laytimes (Downtime), Maintenance Costs, Inventory Turns
Change Management / Restructuring / Consulting / M & A / Project Management / Human Resources
- Plan Projects Holistically And Roll Out Value-Adding Initiatives Effectively, Involving Employees In A Focused Way
- Develop Company Culture And Make Use Of Digitalization Opportunities Based On Optimized Processes
- Advise Corporate And Divisional Management; Coach Specialists And Leaders
- Advise Demanding Clients On Introducing Products And Solutions
- Identify, Promote, Launch And Implement Inorganic Growth Opportunities (M & A)
- Lead And Coach Projects Collaboratively And Develop Employee Training, Both Internally And Across The Group
- Develop Working Time Models Together With The Works Council
- Recruit, Develop, Train, Coach And Release Specialists And Leaders
Production, Logistics, Production Planning, Purchasing, Quality
- Plan Production Based On Customer Call-Offs, Aiming For 100 % Delivery Capability And 0 % Special Shipments
- Develop And Implement New Warehousing Concepts To Ensure Optimal Internal And External Supply, Fast Turnover, Short Transport Routes, And Low Staffing And Space Requirements
- Develop Logistics Strategies And Integrate External Transport And Shipping Processes With Internal Logistics
- Demand Planning, Make-Or-Buy Decisions, Supplier Selection
- Ensure Security Of Supply Through Second Sources And Build Strong Customer And Supplier Relationships (Domestic And International)
- Experience Manufacturing Own Products And Working As A 100 % Contract Manufacturer
- Experience In Production, From Small Batches To Highly Modern, Linked Series Production Facilities And Variant Manufacturing
- Experience In One-Off Production Of Prototypes Using Series Equipment And In Developing New Production Processes
- Establish And Enforce Quality Management Systems
- Implement Customer-Specific Quality Requirements Based On Supplier Evaluations
Engineering
- Forming: Impact Extrusion (Cold Forming On Mechanical, Hydraulic And Eccentric Presses), Edging, Bending
- Cutting And Machining: Oxyfuel, Laser And Plasma Cutting, Stamping, Turning, Milling, Drilling, Grinding, Honing, Bar And Tube Processing, Blasting (Steel And Glass Beads), Vibratory Finishing
- Joining: Welding (Mag, Tig, Hardfacing)
- Coating: Wet Painting, Powder Coating, Enameling
- Heat Treatment: Hardening, Induction And Stress-Relief Annealing
- Processing Unalloyed And Alloyed Materials, Structural Steels, Stainless Steels, Castings And Forgings, Aluminum
Industry Experience
- Medium-Sized Industrial Companies That Are Part Of International Groups, Smes And Family-Owned Businesses
- Automotive Supplier Industry (Commercial Vehicles, Passenger Cars, Rail)
- Component Manufacturing And Assembly
- Mechanical And Plant Engineering
- Suppliers To The Wind Power And Energy Industries, As Well As Municipal Water Supply
- Management Consulting, Factory And Logistics Planning
IT
- Basic Erp Knowledge: Sap R/3 (Modules Pp, Mm), Abas, Pdc, Canias, Simple Planning (Toc)
Management Style / Ways Of Working
- Clear In Analysis, Direct In Communication, Resilient In Execution And Committed To Accountability For Results
- Situational Leadership With Clear Roles, Visible Kpis And A Strong Presence At The Plant
Systems Knowledge
- Ms Office 365
- Lean Management
- Kvp
- Kaizen
- Toc
- Shopfloor Management
- Kpi Management
Professional Interests
- Member Of Ddim – Dachgesellschaft Deutsches Interim Management E. V.
Languages
Education
Verwaltungs- und Wirtschaftsakademie
Betriebswirt (VWA) · Business Administration · Stuttgart, Germany
University of Applied Sciences
Dipl.-Ing. · Mechanical Engineering / Manufacturing Technology · Aalen, Germany
ZF AG Schwäbisch Gmünd
Apprenticeship as a Machine Fitter · Machine Fitter
Certifications & licenses
Steinbeis Business School
AI-/KI-Führerschein, Zertifikat
KI-Trainingsakademie
Transformations- & Turnaround-Manager, Zertifikat
IfUS – Institut für Unternehmenssanierung
Statistics
Experience
Global experience
Expertise
Qualifications
Frequently asked questions
Have questions? Find more information here.
Hans-Dieter is based in Schwäbisch Gmünd, Germany and can operate in on-site, hybrid, and remote work models.
Hans-Dieter speaks the following languages: German (Native), English (Elementary).
Hans-Dieter has at least 33 years of experience. During this time, Hans-Dieter has worked in at least 12 different roles and for 11 different companies. The average length of individual experience is 2 years and 2 months. Note that Hans-Dieter may not have shared all experience and actually has more experience.
Based on recent experience, Hans-Dieter would be well-suited for roles such as: Interim Manager Operations – Process, Organization and Results Development, Partner, Operations Manager and Process Optimization / Plant Development.
Hans-Dieter's most recent position is Interim Manager Operations – Process, Organization and Results Development.
In recent years, Hans-Dieter has worked for F&P Executive Solutions AG, Customer-specific material and cut-to-size solutions, including professional processing, HDV Interim, and MAP Maschinen- & Apparatebau Produktions GmbH.
Hans-Dieter is most experienced in industries like Automotive, Manufacturing, and Professional Services.
Hans-Dieter is most experienced in business areas like Production, Operations, and Supply Chain Management. Hans-Dieter also has some experience in Quality Assurance, Logistics, and Human Resources.
Hans-Dieter has recently worked in industries like Manufacturing, Automotive, and Professional Services.
Hans-Dieter has recently worked in business areas like Operations, Production, and Quality Assurance.
Hans-Dieter holds a Master in Mechanical Engineering / Manufacturing Technology from University of Applied Sciences.
Hans-Dieter has 3 certificates. These include: Aufsichtsrat und Beirat, Zertifikat, AI-/KI-Führerschein, Zertifikat, Transformations- & Turnaround-Manager, and Zertifikat.
The availability of Hans-Dieter needs to be confirmed.
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Calculated based on our freelancers’ daily rates as of 13 Nov 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
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