Stefan S.-Interim Project Management PMO Manager

Industry: e-mobility, commercial vehicles/construction machinery/public transport

Project focus:

• Interim company management
• Led the transformation process, including integration into the POCLAIN matrix organization
• Introduced business standards and routines
• Assessed and updated the QM system
• Implemented statutory corporate requirements
• Introduced weekly and monthly reviews
• Optimized SCM and supply chains
• Developed the company strategy and objectives
• Introduced project management to visualize and manage projects
• Implemented statutory ASU requirements following the BG audit
• Created roadmaps for all departments Results achieved: Implemented planning and management methods. Successfully implemented the change management process. Introduced and implemented risk management and Hoshin Kanri to develop company objectives and implement defined measures. Created emergency plans for all processes and areas. Active stakeholder management

Mediator and Consultant for the Business Transfer

Revenue €84 million, 400 employees

Industry: food industry, FMCG

• Analyzed the staffing situation and prepared a reconciliation of interests plan
• Created and tracked the project plan for the business transfer
• Developed negotiation strategies
• Supported negotiations with the works council
• Prepared employee meetings
• Mediated between BDG and the works council
• Supported sales discussions with potential buyers holding the IFS-Food standard, while taking employees' interests into account

Results achieved:

Prepared and completed the successful business transfer without strikes or operational interruptions. Strictly followed the project plan, including reporting to management, through to the business transfer.

Revenue €50 million, 265 employees

Industry: Special-purpose machinery – paper cutting machines

• Analyzed operations processes across the value chain
• Introduced a daily production meeting
• Assessed current inventory levels and identified areas for improvement
• Identified and created an action plan for process optimization, including a timeline
• Engaged external contractors to reduce the backlog
• Created a portfolio matrix to identify “Make or Buy” potential and developed a future layout to support the search for a new site
• Conducted various audits focused on productivity and ASU
• Optimized shortage management

Results achieved:

Completed a full analysis of all manufacturing processes in Operations. Coached the Operations Manager. Prepared a site assessment focused on Lean and ASU. Supported the Quality Management Officer with document management

Revenue €46 million, 280 employees

Industry: Special-purpose machinery, hydraulic systems

• Had full disciplinary responsibility for the plant in Fellbach
• Reorganized site processes
• Restructured all Operations processes based on the VSM
• Introduced an SC matrix for master data maintenance in BaaN
• Introduced a skills matrix and Standard Work
• Restructured production control, including setting up a production control team
• Created and introduced a purchasing KPI system to analyze demand variances
• Optimized processes across the value chain
• Reported regularly to the management team
• Reorganized the plant’s staffing structure

Results achieved:

Created and implemented a restructuring plan for purchasing and optimized production planning, including an extended planning horizon. Introduced KPI systems, shop floor management, and meeting structures. Following the decision to relocate, closed the site, including the transfer of production to the Czech Republic. Took over as Head of Purchasing.

Revenue €1 billion, 4000 employees

Industry: Defense and Security Electronics, Optronics

• Analyzed the FMEA status of the ongoing project
• Reviewed and updated existing FMEAs
• Created and implemented an action plan for reviews and training to meet customer milestones
• Prepared and conducted customer reviews
• Created FMEA training materials
• Delivered training in d-/P-FMEA, moderation, and Train the Trainer
• Facilitated D-/P-FMEAs
• Restructured the control plan process
• Integrated the FMEA process into the PEP

Results achieved:

Trained the current development team and other interested departments. Trained the quality departments to facilitate FMEAs going forward. Trained three company FMEA specialists in Train the Trainer. Implemented an end-to-end FMEA process, including integration into the PEP.

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 carrying out quality assurance
• Supporting strategic quality planning
• Preparing, conducting, and following up on process and system audits
• Developing suppliers in Bosnia and Thailand
• Handling complaints, 8D, and CAR
• Coordinating continuous improvement measures with suppliers
• Supporting the Honeywell integration team

Results achieved:

Introduced control mechanisms (CAR) to monitor design responsibility and the change process with suppliers. Actively developed suppliers in Bosnia and Thailand. Worked through LoP's. Introduced supplier management and an 8D process. Supported the ISO certification re-audit.

Revenue €280 million, 250 employees

Industry: Automotive - door seals

• Restructured and optimized quality assurance at two plants
• Created templates and an analysis tool to visualize process defects
• Trained employees and end users to use the templates and tools
• Developed quality processes for rollout across the entire group
• Eliminated the goods filter used by VW at the plant in Puebla
• Created inspection instructions for the internal Q-Gate in extrusion and finishing
• Set up and trained a quality assurance organization
• Took over production and quality management for Plant 1 from 06.02.2018

Results achieved:

Introduced inspection instructions for VW Tiguan and Jetta, including corresponding analysis tools. Implemented change management for communication, including new meeting structures. Introduced Q circles, including PDCA. Set up the quality organization. Took over interim management of Plant 1.

Revenue €1 billion, 750 employees

Industry: Automotive

• Led the certification process for electric car chargers for OEMs Porsche, Audi and Bentley in 128 countries
• Coordinated certification activities between certifier Intertek and Delphi
• Created a certification plan
• Reviewed certification tasks daily
• Worked with and coordinated supporting plants and service providers to validate status
• Scheduled test sample requests
• Aligned on and reported certification status to OEMs
• Contact person for questions about standards, codes and certification

Results achieved:

Reviewed and presented certification status after taking over the project, based on the contract award and timeline. Tracked the certifier due to a lack of support. Assessed risks to the test timeline for approval. Defined corrective actions and rescheduled to meet the SOP date

Revenue US$4.561 billion, 19,000 employees

Industry: Special-purpose machinery, high-performance pumps

• Led the Integration Management Team after Flowserve acquired competitor SIHI
• Created integration models
• Created restructuring scenarios
• Prepared decision documents for the US Board
• Reported weekly to the management team in the USA
• Provided local support to the Sending Site and After Market
• Created a training plan to transfer know-how across all functions
• Led the production transfer to Thailand, the USA and within Europe

Results achieved:

Created integration scenarios, drafted a social plan and an overall project plan covering seven Receiving Sites in MS Projekt. Ensured the transfer of know-how across all functions through training programs. Coordinated product and machine transfers to the Receiving Sites. Conducted and led various weekly integration calls between the Receiving Sites and the USA.

Revenue €80 million, 240 employees

Industry: Automotive, steering systems

• Took over two projects after the project manager left during the 0-series launch phase
• Led the Audi MLBevo Q7 and A4 project teams
• Further developed the product development and project management process
• Main contact for Audi and other platforms (VW and Porsche)
• Tracked development status and change management in Axalant
• Prepared PAS, 0-series and SOP activities
• Coordinated BMG, AE and testing with the customer
• Monitored the integration of changes and material supply into the manufacturing process
• Managed prototype production to support BMG and line-run vehicles, as well as internal tests
• Took over project management for BMW Mini and led a task force on uneven steering column adjustment force.

Results achieved:

Recovered the 0-series launch schedule, including sample approval. Led eight task forces to meet the requirements in the specifications for vehicle safety and Thatcham. Led weekly escalation meetings at Audi board level.

Revenue €350 million, employees 800

Industry: Aerospace, aircraft seats

• Analyzed and assessed existing warranty processes
• Developed new workflows for Warranty Management
• Introduced new process structures
• Led the cross-functional project team
• Implemented communication tools
• Reorganized Warranty Management
• Prepared PA, VA, AA and forms
• Programmed reporting tools
• Provided status reports at Executive Team Meetings / to management
• Tracked and reported on team activities
• Trained all employees involved in the process
• Rolled out the process at the sites in the USA and China

Results achieved:

Successfully led a cross-functional team in jointly developing and then implementing the Warranty Management process. Reduced the lead time for warranty claims from an average of 327 days to 120 days.

Revenue €200 million, employees 900

Industry: Renewable energy

• Led the Nordex wind turbine project in Canada
• Prepared action plans and tracked activities
• Supported “Germanischer Lloyd” with rotor blade acceptance
• Trained employees and ran workshops to optimize manufacturing processes for prefab parts
• Handled quality issues / complaint management
• Introduced Lean tools
• Developed and implemented auxiliary tools and measuring tools for rotor blade manufacturing
• Successfully introduced concepts for providing production equipment
• Member of the management group

Results achieved:

Optimized manufacturing processes for all prefab parts, reducing production time from 35 h to a lead time of 17 h, for example by developing and introducing assembly aids and reorganizing assembly processes.

Revenue €320 million, employees 800

Industry: Aerospace

• Designed and implemented supplier management
• Introduced supplier evaluation
• Conducted supplier audits
• Set up risk management
• Implemented roles, responsibilities and authority for sourcing
• Defined interfaces for Purchasing
• Trained auditors
• Introduced a gate structure for supplier approval
• Supported the launch of new suppliers
• Tracked suppliers
• Phased out suppliers
• Prepared for LBA audits

Results achieved:

Developed and successfully introduced supplier management. Reduced the number of approved suppliers from 41,000 to 2,500. Conducted 48 supplier audits and supplier approvals worldwide.

Revenue €250 million, employees 450

Industry: Heating and air conditioning controls

• Designed the HOS Lean project
• Implemented HOS requirements at the site, including reporting to the Global HOS organization
• Introduced Lean tools, including employee training
• Conducted Kaizen workshops
• Restructured the SMD production areas to improve manufacturing processes
• Set up SCM and introduced global sourcing
• Introduced supplier management, including an evaluation system
• Took over and led product development projects
• Participated in and completed Lean Expert training

Results achieved:

Restructured circuit board production. Reorganized manufacturing processes, including rebuilding the SMD production lines across two floors. Increased OTTR to 93% and productivity by 8%. Introduced a consignment warehouse and reduced inventory by €1.08 million.

Revenue €160 million, employees 450

Industry: Automotive, plastic injection molding, hydro painting

• Managed the plant and 135 employees
• Reported directly to the Managing Directors in Wedemark (Germany)
• Supported comprehensive restructuring and turnaround measures at the site
• Maintained delivery capability while reducing staff by 30%
• Improved the FROK rate in hydro painting
• Managed the crisis with VW and GM after taking over Schefenacker GmbH during the BQG period
• Carried out major staff reductions
• Made make-or-buy decisions
• Headed plastic injection molding (temporarily)
• Planned capacity for injection molding machines up to 600 to.
• Prepared for production phase-out
• Coordinated external rework with service providers and JVAs

Results achieved:

Increased the FROK rate from 54% to 82%. Maintained on-time JIS delivery for the VW Touran despite staff reductions and the company takeover.

Revenue €34 million, 20 employees

Industry: Food industry

• Introduced the EN ISO 9001:2000 quality management system
• Recorded and documented all business processes for ISO certification
• Created process, procedure, and work instructions in line with IFS-Food standards
• Prepared machine documentation and pigging systems, maintenance plans, and CE declarations
• Developed and introduced project management for the sales team to design dough production lines
• Improved training programs for bakeries
• Prepared and ran workshops to optimize processes and increase revenue

Results achieved:

Developed and successfully introduced a project planning tool for the sales team. Created a quality management manual and prepared documentation for ISO certification. Supported the ISO 9001-2003 certification. Optimized dough production line manufacturing processes to improve competitiveness.

Revenue €120 million, 260 employees

Industry: Elevators / steel construction

• Set up a quality management system for escalators and elevators
• Conducted service and new installation audits
• Developed a service evaluation system
• Optimized products with the plants to develop repair packages
• Led and monitored prototype fleets
• Conducted safety audits

Results achieved:

Developed and successfully implemented an audit system for escalators and elevators in Germany. Developed Q-Infos to improve service processes.

Industry: Escalators / Steel Construction

• Designed escalator control systems for the North American market
• Identified suppliers for UL/CSA-approved components
• Created engineering drawings using ProEng
• Checked code compliance with NEC /CEC /JIS
• Developed and manufactured prototypes
• Managed projects through UL/CSA certification
• Supported certifications in the USA and Canada

Results achieved:

Developed the electrical equipment for three escalator types for the North American market and successfully obtained UL and CSA approval in the USA and Canada