Hans-Dieter Vetter

• Process optimization (adjustment and new implementation of operational processes in the plants)
• Co-led management team workshop to develop and implement corporate strategies for sustainably securing and increasing the company's competitiveness
• Warehouse and logistics conversion (analysis and optimization of existing warehouse and logistics processes, support and ensuring smooth implementation of new processes)
• Designing and supporting change processes, e.g., during transformation and restructuring (establishing production planning and quality assurance)
• Shop floor improvements including identifying improvement potentials, developing measures to increase efficiency and optimize workflows, and supporting and monitoring implemented improvements
• Managing two plants and supporting the stabilization of leadership teams in three plants, including measures to stabilize operations and leadership culture, developing managers and employees, and promoting a performance-oriented corporate culture (e.g., working with KPIs and regular staff briefings and discussions)

Result: Optimized the plants' operational processes, reducing lead times by up to 30% and increasing delivery reliability to at least 95% (up from 78%). Stabilized and optimized operations (including leadership culture) through measures such as adjusting and reimplementing work and logistics processes, promoting performance through KPI use and regular employee communication, which led to a significant reduction in machine and staff downtime by up to 15% and an efficiency increase of at least 20%.

• Responsible for production (burning operations: laser, plasma, oxyfuel; bending; MAG and TIG welding; machining; surface treatments: blasting and wet painting), logistics/shipping, production planning and control, maintenance
• Budget, personnel and investment planning
• Schedule and cost controlling, "managing with KPIs"
• Ongoing analysis and optimization of all processes and costs, lean management
• Personnel development, including introduction to multi-machine operations

Reference projects:

• Evaluation and implementation of new technologies and production methods
• Rationalization projects: welding order picking, milk run, multi-machine operations, deployment of cobots
• Outsourcing laser and bending operations to a sister company

Result: Increased production output by at least 20%, improved efficiency by 17%, and increased employee flexibility.

• Responsible for production, production control and planning, purchasing, operations, shipping, and vocational as well as dual education across two plants (Korntal-Münchingen and Nördlingen)
• Developing and implementing strategies as part of executive management
• Implementing production standards (work sequences, organized workstations, equipment labeling, SOS) and leading by example
• Monitoring via KPIs (productivity, laytimes, quality) and visualizing them in daily team meetings
• Introducing and managing a flexible shift system (1–3 shifts)
• Conducting cycle counting
• Budget and forecast responsibility, as well as planning and executing total investments of around €1 million
• Continuous process optimization, lean management, Kaizen/KVP/PDCA
• Collaboration with sister companies in the Netherlands, France and Germany

Reference projects:

• Project and plant management at Jebens site 2 Nördlingen for extra-large welded components (budget around €0.5 million)
• Project management for process optimization across all areas
• Introducing TOC (Theory of Constraints) (budget around €0.2 million)

Result: Transformation from a steel trader to a high-profit supplier with deep production capabilities, increasing production output by 15%, improving efficiency by about 20%, expanding the business unit for large components over 160 t, and securing premium supplier status with Liebherr, Schuler and Trumpf.

• Responsible for press shop (mechanical, hydraulic and eccentric presses), heat treatment, machining (turning, milling, grinding), tool shop, maintenance, final inspection, packaging, warehousing and in-house transport
• Budget, personnel and investment planning
• Schedule and cost controlling
• Continuous process optimization, lean management
• Personnel development
• Implementing and maintaining TS 16949 and ISO 14001, achieving 25% savings in electricity and gas consumption

Reference projects:

• Serial production lines for pressing and finishing pump housings and automotive components in semi- and fully automated processes
• Introduced new technology – ECM deburring of pistons (budget ~€0.3M)
• Initiated and led projects for sustainable improvement of systems and process parameters

Result: Increased production output by 25%, boosted efficiency by about 60%, expanded and secured the business unit for automated high-volume production in the automotive industry.

• Collaborated with and led project teams at client sites
• Planned trades, including creating overall layouts and action catalogs
• Determined investments, created resource and schedule plans, and tracked implementation
• Developed logistics and transition concepts

Reference projects:

• Mercedes S-Class test area at the Sindelfingen plant
• BMW Wackersdorf logistics area near Regensburg

Result: Successfully planned and set up the Mercedes S-Class test area and the BMW Wackersdorf logistics area.

• Developing the group work concept in coordination with management and the works council
• Selecting personnel and supporting the workers
• Organizing and delivering training programs and events