Stefan S.-Interim Manager Project Management PMO
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Experience
Interim Manager Project Management PMO
ND Coatings GmbH (Meyer Werft Papenburg)
Revenue €90 million, 50 employees
Industry: Shipbuilding, marina
Temporary assignment as Head of PMO
Recording and validation of PMO processes
Creation of capacity planning through 2032
Evaluation of standard preservation processes, including VSM and macro mapping
Creation of planning tools for project coordinators
Participation in coordination meetings with Meyer Werft
Data preparation for the monthly review
Contribution to the tendering strategy for new ships
Creation of roles and responsibilities and job descriptions for project managers and project coordinators
Project management for the Disney Adventure cruise ship
Re-design of the reporting tool
Creation of a planning tool for project coordinators with a planning horizon through 2032
Design of an on-call service, including work instructions
Creation of calculation models for quotations
Project management for Disney Adventure
Interim Site Manager ppa
Elkem Silicones Germany GmbH
Revenue €90 million, 50 employees
Industry: Pharmaceutical industry
Disciplinary management of the Lübeck site
Maintaining site processes
Restructuring of all OPS processes along the VSM
Shop Floor Management
Recording and validation of manufacturing processes and preparation for relocation
Maintaining manufacturing processes in line with the relocation plan
Successful management and completion of negotiations with the works council and trade union regarding the social plan and reconciliation of interests
Continuous reporting to senior management
Phase-out production
Knowledge transfer
Creation and implementation of a relocation plan
Preparation of the announcement, including a communication plan and required internal and external documents
Completion of negotiations with the works council and trade union two months ahead of schedule and 30% under budget
Continued operation of the site without loss of revenue
Closure of the site, including production relocation to Italy and France
OPS Screening
Polar Cutting Technologies GmbH
Revenue €50 million, 265 employees
Industry: Special-purpose machinery – paper cutters
Analysis of operations processes along the value chain
Introduction of a daily production meeting
Assessment of current inventory levels and identification of improvement potential
Development of an action plan for process optimization, including a timeline
Use of external service contracts to reduce the backlog
Creation of a portfolio matrix to identify make-or-buy potential and development of a future layout for selecting the new site
Conducting various audits focusing on productivity and ASU
Optimization of shortage-part management
Complete analysis of all manufacturing processes in Operations
Coaching of the OPS Manager
Creation of a site assessment focusing on Lean and ASU
Support for the QMB in document management
Company Screening
Jenz GmbH Maschinen- und Fahrzeugbau
Revenue €20 million, 110 employees
Industry: Forestry – biomass processing
Analysis of development processes
Introduction of engineering control loops
Assessment of the current value chain from goods receipt to shipping
Creation of a process optimization plan, including a timeline
Coaching of senior management
Consolidation of an optimization plan incorporating the five-year growth forecast
Conducting various audits focusing on productivity and ASU
Complete analysis of all manufacturing processes
Site and property analysis in conjunction with the growth forecast
Conducting a safety audit with a corresponding deficiencies report
Creation of an optimization report comparing current and target states, including investment estimates and a timeline
Interim General Manager
IMI Precision Engineering
Revenue €46 million, 280 employees
Industry: Special-purpose machinery, hydraulic systems
Disciplinary management of the Fellbach plant
Reorganization of site processes
Restructuring of all OPS processes along the VSM
Introduction of an SC matrix for master data maintenance in BaaN
Introduction of a skills matrix and Standard Work
Restructuring of production control, including the creation of a production control team
Creation and introduction of a KPI system for Purchasing to analyze demand variances
Process optimization along the value chain
Continuous reporting to senior management
Reorganization of the plant's personnel structures
Creation and implementation of a restructuring plan for Purchasing, optimization of production planning including an extended planning horizon
Introduction of KPI systems, implementation of shop floor management and meeting structures
Following the relocation decision, closure of the site, including production relocation to the Czech Republic
Interim COO/CRO, Temporary Plant Manager
mbw GmbH metallveredelung
Revenue €65 million, 700 employees
Industry: Electroplating, metal finishing
Coaching the new Plant Manager
Restructuring all plant processes
Introducing TPM
Introducing Hoshin Planning
Optimizing production control and logistics
Developing and implementing a KPI system to identify process disruptions
Deriving optimization measures for each area
Reporting to senior management
Reorganizing the cost center structure
Optimizing the plant layout and reorganizing material supply processes
Developing bonus and flextime models
Supporting the definition of new group-wide business areas
Developing and implementing a restructuring plan, negotiating with the works council and IG Metall, developing KPI systems for production processes, introducing shop floor management and meeting structures
FMEA Specialist / Trainer
Hensoldt Optronics GmbH
Revenue €1 billion, 4,000 employees
Industry: Defense and security electronics, optronics
Analyzing the FMEA status in the ongoing project
Reviewing and updating existing FMEAs
Developing and implementing an action plan for reviews and training to achieve customer milestones
Preparing and conducting customer reviews
Developing FMEA training materials
Conducting training for D-/P-FMEA, moderators, and train-the-trainer programs
Moderating D-/P-FMEAs
Restructuring the control plan process
Integrating the FMEA process into the PEP
Training the current development team as well as other interested departments
Training the quality departments in the future moderation of FMEAs
Training three company FMEA specialists in train-the-trainer methods
Implementing a consistent FMEA process, including integration into the PEP
Senior OPS Manager
Transnorm System GmbH
Revenue €62 million, 236 employees
Industry: Special-purpose machinery, conveyor systems, belt conveyors
Coaching the new OPS Manager
Developing and introducing an operational KPI system, including tracking
Interim management of selected areas
Optimizing production processes and supporting prefabrication areas
Preparing, conducting, and following up on process and system audits
Introducing a commissioning process
Outsourcing project orders to external service providers
Preparing reports for the Honeywell VP OPS
Supporting the Honeywell integration team
Supporting and coaching the new OPS Manager, developing KPI systems for production, quality, and logistics
Developing and successfully implementing an order-tracking tool
Successfully reducing the past-due backlog from 135 orders within two months since August 2019
International Quality Manager and SCM Developer
Transnorm System GmbH
Revenue €62 million, 236 employees
Industry: Special-purpose machinery
Planning and managing audits and certifications
Reviewing and monitoring supplier quality
Designing, implementing, and monitoring an 8D process, including reporting
Ensuring compliance with contractually agreed delivery quality
Coordinating and conducting quality assurance
Supporting the strategic quality direction
Preparing, conducting, and following up on process and system audits
Developing suppliers in Bosnia and Thailand
Handling complaints, 8D reports, and CARs
Coordinating continuous improvement measures with suppliers
Supporting the Honeywell integration team
Introducing control mechanisms (CAR) to monitor design responsibility and the change process with suppliers
Actively developing suppliers in Bosnia and Thailand
Processing LoPs
Introducing supplier management and an 8D process
Supporting the ISO certification re-audit
Interim Plant Manager and Head of Quality Task Force
Ela Tech Rheinland Elastomere Technology GmbH
Revenue €120 million, 240 employees
Industry: Automotive - extrusion
Disciplinary management of the plant in Gelnhausen, restructuring and optimizing the quality organization
Developing templates and an analysis tool to visualize process defects
Training employees and end users in the use of the templates and tools
Setting up a Q-Gate for BMW in South Carolina and Gelnhausen
Preparing for and supporting customer audits due to escalation levels
Introducing KPI systems for operations, quality, and 8D
Developing production planning and control tools
Preparing for and leading BMW escalation meetings
Implementing defect documentation for BMW, including a corresponding analysis tool
Introducing change management for communication, including new meeting structures
Introducing quality circles including PDCA
Achieving de-escalation with BMW
Introducing IATF 16949
Senior Project Manager Quality, Interim Plant Manager
SaarGummi Technologies S.à.r.l.
Revenue €280 million, 250 employees
Industry: Automotive - door seals
Restructuring and optimization of quality assurance in two plants
Creation of templates and an analysis tool to visualize process defects
Training employees and end users in the use of the templates and tools
Development of quality processes for roll-out across the entire group
Elimination of the goods filter used by VW at the plant in Puebla
Creation of inspection instructions for the internal quality gate in extrusion and finishing
Establishment and training of a quality assurance organization
Assumption of production and quality management for Plant 1 from February 6, 2018
Introduced inspection instructions for the VW Tiguan and Jetta, including corresponding analysis tools
Implemented change management for communication, including new meeting structures
Introduced quality circles, including PDCA
Established the quality organization
Interim assumption of plant management for Plant 1
CRO - Senior Project Manager, Interim SCM and Operations Manager
Phönix Armaturen Werke Bregel GmbH - Curtiss Wright
Revenue €180 million, 350 employees
Industry: Special-purpose machinery, valves and control valves
Project management of the Integration Management Team for the consolidation of four European sites
Creation and implementation of the integration plan in MS Project
Disciplinary responsibility for purchasing, with a focus on sourcing cast and forged parts
Development of an operations strategy to define and implement core and non-core competencies
Introduction of lean methods to increase OTD and productivity and shorten lead times
Capacity planning and control, including forecast planning
Daily order tracking for all customer orders
Coordination of relocation activities
Reporting to HQ in the USA
Created and successfully implemented the project management plan
Implemented measures to optimize production planning and increase productivity and OTD
Introduced a KPI system
Implemented an operations strategy for outsourcing non-core competencies to low-cost countries
Interim Certification Manager
Delphi GmbH
Revenue €1 billion, 750 employees
Industry: Automotive
Managed the certification process for electric vehicle chargers for OEMs Porsche, Audi and Bentley in 128 countries
Coordinated certification activities between Intertek and Delphi
Created a certification plan
Daily reconciliation of certification tasks
Collaborated and coordinated with supporting plants and service providers to validate the status
Scheduled test sample requests
Coordinated and reported certification status to OEMs
Contact person for questions regarding standards, codes and certification
Evaluated and presented the certification status after taking over the project, based on the assignment and timeline
Tracked the certifier due to inadequate support
Assessed risks related to the test timeline for approval
Defined corrective actions and rescheduled activities to ensure SOP compliance
CRO - Senior Project Manager and Interim Operations Manager
Sterling SIHI GmbH
Revenue €250 million, 600 employees
Industry: Special-purpose machinery, vacuum pumps
Project management of the Integration Management Team after Flowserve acquired competitor SIHI
Disciplinary responsibility for Operations with 180 employees
Introduction of lean methods to increase OTD and productivity and shorten product lead times
Planning, controlling and tracking customer orders and system projects, with a focus on deadlines, costs and quality
Development of a logistics concept for outsourcing and launch of the selection process
Development of transformation scenarios for management to change the business model, as a basis for presentation to the works council
Creation of a project plan for the integration of an external site, with a target date of Q3 2018
Dissolution of existing product lines and integration into a matrix organization
Reorganized the former SIHI company structure into the Flowserve matrix organization
Presented outsourcing scenarios and a new logistics concept to the works council and obtained approval
Reorganized product-line manufacturing processes to leverage cross-functional synergies and increase OEE
CRO - Senior Project Manager Integration Management
Flowserve Cooperation
Revenue US$4.561 billion, 19,000 employees
Industry: Special-purpose machinery, high-performance pumps
Project management of the Integration Management Team after Flowserve acquired competitor SIHI
Creation of integration models
Creation of restructuring scenarios
Preparation of decision papers for the US Board
Weekly reporting to management in the USA
Local support for the sending site and aftermarket
Creation of a training plan for knowledge transfer across all functions
Created integration scenarios, drafted a social plan and developed an overall project plan for seven receiving sites in MS Project
Ensured knowledge transfer across all functions through appropriate training programs
Coordinated the transfer of products and machines to the receiving sites
Conducted and led various weekly integration calls between the receiving sites and the USA
Sen. Director Business Excellence and Director Global Quality Management, interim
Tridonic GmbH & Co. KG
Revenue €480 million, 950 employees
Industry: Electronics, LED lighting technology, SMD manufacturing
Disciplinary management of the global Quality department and Lean Six Sigma organization (82 employees)
Development of the Business Excellence strategy
Further development of the Excellence organization
Design and restructuring of the global Quality organization
Development and implementation of a Complaint/Claim process
Reorganization of Quality functions in coordination with stakeholders (OPS, Sales, Purchasing, R&D)
Recruitment for the newly established Quality functions
Implementation of the business strategy, including integration into the Global Master Management Manual
Establishment of a global Quality organization, including standardization of global Quality standards in the Master Management Manual
Introduction of control plans in production
Interim Project Manager, Program Manager
ZF Lenksysteme NACAM GmbH
Revenue €80 million, 240 employees
Industry: Automotive, steering systems
Took over two projects after the project manager left during the launch phase for the 0-series
Led the Audi MLBevo Q7 and A4 project teams
Further development of the product development and project management process
Responsible contact for Audi and other platforms (VW and Porsche)
Tracking development status and change management in Axalant
Preparation of PAS, 0-series and SOP activities
Coordination of BMG, AE and testing with the customer
Monitoring the integration of change levels and material availability into the manufacturing process
Managed prototype production to cover BMG and line-run vehicles as well as internal testing
Took over project management for the BMW Mini and led the task force for uneven steering column adjustment force
Recovered the schedule for the 0-series launch, including sampling
Led eight task forces to meet the specification requirements for vehicle safety and Thatcham
Led weekly escalation meetings at Audi executive board level
Manufacturing Director, interim
Flowserve Hamburg GmbH
Revenue €180 million, 265 employees
Industry: Shipbuilding/thrusters, submersible and piston pumps
Disciplinary management of production operations, 150 employees
Managed the test facility and production control center
Analyzed and optimized manufacturing processes
Member of the management team
Restructured logistics
Developed and implemented a logistics concept for JIT material supply
Coached managers
Developed an outsourcing concept
Reported to headquarters in the USA
Inventory manager for 2013
Introduced Kanban and barcode systems
Optimized SCM and led cost reduction projects
Successfully implemented a restructuring concept that increased productivity by 15%
Optimized the inventory process and reduced the inventory period from three weeks to six days, with an inventory variance of €8,800 on €65 million in inventory
Managed the project to build a conventional paint system for deep-well pumps and thrusters as part of an energy-efficiency upgrade
Senior Project Manager, Warranty Management
Recaro Aircraft Seating GmbH & Co. KG
Revenue €350 million, 800 employees
Industry: Aerospace, aircraft seats
Analyzed and assessed existing warranty processes
Developed new processes for Warranty Management
Introduced new process structures
Led the interdisciplinary project team
Implemented communication tools
Reorganized Warranty Management
Created PA, VA, AA and forms
Programmed reporting tools
Status reporting in Executive Team Meetings / to management
Tracked and reported team activities
Trained all employees involved in the processes
Rolled out the processes at sites in the USA and China
Successfully led an interdisciplinary team in jointly developing and subsequently implementing the Warranty Management process
Reduced the lead time for warranty claims from an average of 327 days to 120 days
Senior Project Manager, Customer Service
Recaro Aircraft Seating GmbH & Co. KG
Revenue €350 million, 800 employees
Industry: Aerospace, aircraft seats
Analyzed and assessed the existing project management process
Introduced new project management process structures
Developed and implemented communication tools and escalation levels
Reorganized the existing project management function
Created PA, VA, AA and forms
Trained all Customer Service employees in project management
Managed projects in the After Sales area
Handled complaints
Implemented project management for modifications
Supported personnel selection for future Technical Support Managers, including interviews
Trained the trainers for go-live
Rolled out the processes at the site in the USA
Developed and implemented an eight-phase project management model
Successfully processed warranty claims while meeting budget targets (project volume €2.4 million)
CIP Manager, Project Lead
SGL Rotec GmbH & Co. KG
Revenue €200 million, 900 employees
Industry: Renewable energy
Project management for Nordex wind turbines in Canada
Preparation of action plans and tracking of activities
Support for Germanischer Lloyd during rotor blade acceptance
Employee training and workshops to optimize production processes for prefabricated parts
Handling quality issues / complaint management
Introduction of lean tools
Development and implementation of auxiliary and measuring tools for rotor blade production
Successful introduction of concepts for providing operating equipment
Member of the management team
Optimization of production processes for all prefabricated parts, reducing production time from 35 hours to a lead time of 17 hours through, for example, the development and introduction of assembly aids and the reorganization of assembly processes
Technical Managing Director with commercial power of attorney (CTO/COO)
Eduard Mathai GmbH
Revenue €120 million, 900 employees
Industry: Cosmetics
Introduction of innovative manufacturing methods and production technologies
Project management for worldwide optimization measures
Relocation and outsourcing of loss-making processes
Establishment and development of new sites in Colombia, Romania, and Ukraine, including staff recruitment
Expansion of all sites worldwide and achievement of market leadership
Worldwide budget and investment planning
Introduction of lean management (5S, Kaizen, TPM, etc.)
Optimization of delivery quality
Group-wide personnel management
Implementation of mass layoffs
Worldwide procurement management, including the development of SCM
Establishment of three new sites (Romania, Ukraine, and Colombia)
300% improvement in fiber production and elimination of a second shift
Optimization of final assembly at all sites, with total savings of €6.2 million during the period of employment
Head of Supplier Management
Recaro Aircraft Seating GmbH & Co. KG
Revenue €320 million, 800 employees
Industry: Aerospace
Design and implementation of supplier management
Introduction of supplier evaluation
Conducting supplier audits
Development of risk management
Implementation of roles and responsibilities for sourcing
Definition of interfaces for procurement
Auditor training
Introduction of a gate structure for supplier approval
Ramp-up support for new suppliers
Supplier tracking
Phase-out of suppliers
Audit preparation for the German Federal Aviation Authority (LBA)
Development and successful introduction of supplier management
Reduction of approved suppliers from 41,000 to 2,500
Conducted 48 supplier audits and supplier approvals worldwide
Lean Manager, HOS Project Lead
Honeywell GmbH
Revenue €250 million, 450 employees
Industry: Heating and climate control
Design of the HOS lean project
Implementation of HOS requirements at the site, including reporting to the Global HOS organization
Introduction of lean tools, including employee training
Conducting Kaizen workshops
Restructuring of the SMD production departments to improve production processes
Development of SCM and introduction of global sourcing
Introduction of supplier management, including an evaluation system
Taking over and managing product development projects
Participation in and completion of Lean Expert training
Restructuring of printed circuit board production
Reorganization of production processes, including the conversion of SMD production lines across two floors
Increased OTTR to 93% and productivity by 8%
Introduction of a consignment warehouse and reduction of inventory by €1.08 million
Quality Manager, Head of Quality Assurance
Schefenacker Engelmann Spiegel GmbH
Revenue €120 million, 350 employees
Industry: Automotive, plastic injection molding, hydro painting
Disciplinary management of the quality department at both German sites (34 employees)
Tracking restructuring measures
Reduction of the defect rate to as low as 28 PPM at VW for painted Class A parts (mirror caps, fuel filler flaps)
Securing JIS for Auto5000 after the takeover
Phase-out of conventional painting production
Relocation of production to Hungary
Reduction of complaint costs
Participation in Meisterbock and cubing meetings at VW in Emden and Wolfsburg
Management of external rework companies
Management of turnaround projects
Development of the 25-point optimization plan to secure the site
Implementation of crisis management to maintain delivery reliability and prevent line stoppages at Opel and VW
Plant Manager in Hattorf
Engelmann Automotive GmbH i. I.
Revenue €160 million, 450 employees
Industry: Automotive, plastic injection molding, hydro painting
Disciplinary management of the plant with 135 employees
Direct reporting to management in Wedemark (Germany)
Support of comprehensive restructuring and turnaround measures at the site
Maintaining delivery capability while reducing staff by 30%
Improvement of the FROK rate in hydro painting
Crisis management with VW and GM by taking over Schefenacker GmbH during the BQG period
Significant staff reduction
Make-or-buy decision
Head of Plastic Injection Molding (temporarily)
Capacity planning for injection molding machines up to 600 tons
Preparation for end-of-production
Coordination of external rework with service providers and JVAs
Increased the FROK rate from 54% to 82%
Maintained delivery reliability for JIS production of the VW Touran despite staff reductions and the company takeover
Head of Quality, Lean Manager, LEO Project Manager
Engelmann Automotive GmbH
Revenue €240 million, 1,000 employees
Industry: Automotive, plastic injection molding, conventional painting
Disciplinary management of the quality department at three sites (47 employees)
Design of the LEO Lean project, Six Sigma
Introduction of Lean tools, including employee training
Introduction and management of pilot projects (Kanban, One Piece Flow)
Optimization of production processes
Root cause analysis according to SHAININ
8D reporting, complaint management
Restructuring of manufacturing processes
Crisis management
Supplier tracking
Quality Manager Ford Group, responsible for maintaining Q1 certification
Successfully introduced Kanban in mirror assembly for the Opel Astra
Increased output from 725 to 1,085 mirrors per day
Reduced the PPM rate from 6,500 to 5 PPM at VW
Quality Manager / Project Manager
IserHäger GmbH
Revenue €34 million, 20 employees
Industry: Food industry
Introduction of an EN ISO 9001:2000 quality management system
Recording and documentation of all business processes for ISO certification
Preparation of process, procedure, and work instructions
Preparation of machine documentation, maintenance plans, and CE declarations
Development and introduction of project management for sales
Optimization of training concepts for bakeries
Preparation and facilitation of workshops for process optimization and revenue growth
Developed and successfully introduced a project planning tool for sales
Prepared the quality management manual and documentation for ISO certification
Supported the ISO 9001:2003 certification
Lean Manager, ACE Project Manager
Otis Escalator GmbH
Revenue €180 million, 950 employees
Industry: Escalators / steel construction
Integration of ACE into the existing quality management system
Auditing of Kaizen activities
Optimization of processes: purchasing, sales, work preparation, specification, and design
Introduction of GidA in cooperation with AOK
Comprehensive restructuring of manufacturing processes
Successfully managed the project as ACE Coordinator for process optimization across the entire plant
Annual cost savings of $1.6 million through optimization
Head of Quality Assurance, Escalators Germany
Otis GmbH & Co. OHG
Revenue €120 million, 260 employees
Industry: Elevators / steel construction
Development of a quality management system for escalators and elevators
Conducting service and new-build audits
Development of a service evaluation system
Product optimization with the plants to develop repair packages
Management and monitoring of prototype fleets
Conducting safety audits
Developed and successfully implemented an audit system for escalators and elevators in Germany
Developed Q-Infos for process optimization in service
Head of Task Force Europe
Otis Escalator GmbH
Revenue €850 million, 3,500 employees
Industry: Escalators / steel construction
Schedule and crisis management for customers
Management of installation operations in Europe
Continuous improvement of replacement kits
Further development of EMC prevention measures
Coordination of eight task force teams operating across Europe
Successfully resolved the EMC issue affecting passenger escalators and ensured timely resource and deployment planning for the task force teams in Europe
Development Project Manager
Otis Escalator GmbH
Revenue €180 million, 950 employees
Industry: Escalators / steel construction
Focus: Electrical engineering
Design of escalator control systems for the North American market
Sourcing suppliers for UL/CSA-approved components
Creation of design drawings using Pro/ENGINEER
Code compliance comparison with NEC / CEC / JIS
Development and production of prototypes
Project management through UL/CSA certification
Support of certifications in the USA and Canada
Development of the electrical equipment for three escalator types for the North American market, with successful UL and CSA approval in the USA and Canada
Industry experience
See where this freelancer has spent most of their professional time.
Experienced in Manufacturing, Cosmetics, Automotive, Food and Beverage, Aerospace and Defense, and Construction.
Business area experience
See which departments and functions this freelancer has contributed to most.
Experienced in Operations, Project Management, Supply Chain Management, Production, Quality Assurance, and Product Development.
Summary
Internationally active interim manager and consultant with many years of experience in project management and successful company management. Experienced practitioner and hands-on type with strong social skills. A doer and decision-maker in integration, relocation and restructuring processes
Skills
Lean Management/Tps (5s, Tpm, Sr, Pdca, Kanban, Etc.)
Sixsigma (Dmaic, Shainin)
Dfss
Scrum
International Project Management
Scm
Qm/Qa / Prototype Construction
Risk Management
Automotive And Commercial Vehicles (First & Second Tier Supplier)
Electrical And Electronics Industry, Smd, Lithography
Special-Purpose Machinery – Various Industries And Product Types
Steel Construction Industry, Scaffolding And Container Construction, Special Vehicle Construction
Conveyor Technology For People, Goods And Liquids
Switchgear Construction For Low- And High-Voltage Systems
Renewable Energy – Rotor Blade Construction Up To 58.5 M For Offshore Applications
Aerospace Technology
Plastic Injection Molding With Conventional And Hydro Coating, Extrusion Of Rubber Components (Door Seals, Etc.)
Heating And Air-Conditioning Technology
Cosmetics Industry And Healthcare
Food Industry, Fermentation, Vegetables
Side-Channel, Multistage, Underwater And Piston Pumps
Shipbuilding / Thruster Construction, Preservation, Insulation
Liquid Ring And Dry Vacuum Pumps
Approval Of Electronic And Electrical Components
Industrial Valves And Butterfly Valves Up To Dn 600 And Pn 630
Defence, Optical Monitoring Of Land/Sea/Air
Chemicals, Electroplating
Biomass Processing And Recovery
Pharmaceutical Industry, Medical Technology
As400
Sap R3
Cm
Baan
Oracle
Axalant
Proalpha
Pro Eng
Eplan
Cocreate
Autocad
Classics
Ms Navision
Windows 365
Ms Office 2019
Minitab
Ms Visio
Ms Project
Copilot
Chat Gpt
Languages
Education
Commercial and technical training in electrical engineering and mechanical engineering
Certifications & licenses
Statistics
Experience
Global experience
Expertise
Qualifications
Profile
Frequently asked questions
Have questions? Find more information here.
Stefan is based in Landesbergen, Germany and can operate in on-site, hybrid, and remote work models.
Stefan speaks the following languages: German (Native), English (Advanced).
Stefan has at least 30 years of experience. During this time, Stefan has worked in at least 32 different roles and for 27 different companies. The average length of individual experience is 1 year and 11 months. Note that Stefan may not have shared all experience and actually has more experience.
Based on recent experience, Stefan would be well-suited for roles such as: Interim Manager Project Management PMO, Interim Site Manager ppa, OPS Screening.
Stefan's most recent position is Interim Manager Project Management PMO at ND Coatings GmbH (Meyer Werft Papenburg).
In recent years, Stefan has worked for ND Coatings GmbH (Meyer Werft Papenburg), Elkem Silicones Germany GmbH, Polar Cutting Technologies GmbH, Jenz GmbH Maschinen- und Fahrzeugbau, and IMI Precision Engineering.
Stefan is most experienced in industries like Manufacturing, Cosmetics, and Automotive. Stefan also has some experience in Food and Beverage, Aerospace and Defense, and Construction.
Stefan is most experienced in business areas like Operations, Project Management, and Supply Chain Management. Stefan also has some experience in Production, Quality Assurance, and Product Development.
Stefan has recently worked in industries like Manufacturing and Pharmaceutical.
Stefan has recently worked in business areas like Operations, Production, and Supply Chain Management.
Stefan attended education in Commercial and technical training in electrical engineering and mechanical engineering.
Stefan has 6 certificates. Among them, these include: Master Black Belt, Lean Expert, and Black Belt.
Stefan will be available full-time from November 2026.
Daily rate distribution
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Average rates for similar positions
Rates are based on recent contracts and do not include FRATCH margin.
The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.
The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Calculated based on our freelancers’ daily rates as of 28 Sep 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
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