Sven M.-Occupational Safety Specialist (FaSi)

Industry: Engine manufacturing / mechanical engineering Locations: Friedrichshafen (Germany - headquarters), Magdeburg

Processes/technologies at the location:

• Development and manufacture of large engines (diesel and gas engines)
• Production of complete drive systems (including integration)
• Assembly and testing of engines and energy systems
• Development of energy and hybrid solutions (e.g. for data centers or military vehicles)
• Digitalization & control systems for engines (e.g. software, diagnostics)

Tasks:

• Support for the global rollout of the HSE culture change
• GAP analysis of the current state of the operation or individual cost centers
• Support for Safety Talks, pit stops and their implementation
• Analysis, evaluation and monitoring of sustainable corrective measures for near-miss and accident reports (TRI)
• Monitoring of Lean topics that improve occupational safety
• Coordination of measures for faster completion (Trouble Shooter)

Achievements:

• Ensuring a user-friendly HSE culture by all available means for a practical occupational safety environment throughout the plant
• Optimization of communication within the plant and with other plants in the group between foremen, function managers and SiBe
• Raising employees’ awareness across departments of the requirements for a safe environment

• GAP analysis of the current state of the operation

• Support for Safety Talks

• Analysis, evaluation and monitoring of sustainable corrective measures for near-miss and accident reports

• Monitoring of Lean topics that improve occupational safety

• Ensuring occupational safety throughout the plant

• Optimization of communication within the plant and with other plants in the group

• Raising employees’ awareness of the requirements for a safe environment

• Sustainable planning, preparation and monitoring of operational and strategic concepts, regulations and requirements (e.g. plant security, reduction of near misses)

• Supporting the preparation of specifications from an HSE perspective for casting cranes, extraction systems and sand preparation systems

• Structuring the HSE team with tasks and obligations

• Supporting the implementation of ISO 9001, ISO 14001 with EMAS, ISO 45001 and ISO 50001

• Following up on the completion of all audit findings

• Creating and implementing a BBS system (e.g. through training videos)

• Reducing accidents

• Raising employee awareness of occupational safety and environmental protection

• Reducing language barriers

• Structuring, implementing and following up on measures for a sustainable global and local quality organization

• Implementing key figures to measure our own performance

• Optimizing internal and external processes for better communication between departments and with suppliers

• Creating process descriptions and optimization cycles for SQE, the laboratory and general quality assurance

• Developing and coordinating agreements with suppliers (e.g. QSV, delivery windows)

• Providing support and knowledge transfer in core competencies (Lean Management, quality assurance, manufacturing, suppliers, FMEA creation and expansion)

• Successfully establishing a sustainable organization with an organizational chart, AKV, KPIs and job descriptions through to training plans

• Ensuring supplier performance for the project before SOP

• Structuring and tracking the completion of actions

• Implementing KPIs to measure own performance

• Building a team with Production, Development and Design

• Consolidating ZDF (figures, data, facts)

• Support and knowledge transfer in core competencies (QVP, Development, Design, Production, Suppliers, FMEA expansion)

• Successful project launch into series production

• Successful development of the individual gates

• Building a Quality Assurance structure with personnel and equipment for a new plant (270 robots)

• Introducing standards for processing 8D reports

• Structuring the Quality Assurance department

• Implementing KPIs to measure own performance

• Building a Quality Assurance team with Production

• Consolidating ZDF (figures, data, facts)

• Visualizing quality and occupational safety problems to raise awareness in all departments

• Supporting the implementation of ISO 45001 with Lean approaches

• Knowledge transfer in core competencies

• Implementing KPIs for the first time

• Successful turnaround and certification readiness (initial & surveillance audits)

• Eliminating Q-helb2 in the team from 74 % to 94,6 %

• Developing into B- and A-suppliers

• Introducing standards and structuring the Quality Assurance department

• Implementing KPIs to measure own performance

• Building a Quality Assurance team with Production

• Consolidating ZDF (figures, data, facts)

• Visualizing quality and occupational safety problems to raise awareness in all departments

• Support and knowledge transfer in Automotive Core Tools

• Reducing complaints by 43 % (2015–2016)

• Reducing quality costs by 41 % (2015–2016)

• Reducing 100 % inspections by 61 % (2015–2016)

• Implementing KPIs for the first time

• Reducing occupational accidents by 36 % (2015–2016)

• Successful turnaround and certification readiness (initial & surveillance audits)

• Implementing ISO/TS to IATF 16949 (50 %)

• Eliminating all CSL 1 and 2 levels through problem-solving processes

• Developing into B- and A-suppliers

• Introducing standards and checking their sustainability

• Ambassador for continuous improvement (workshops, learning factory based on Lean principles)

• Data evaluation including KPI creation

• Checking the success of measures

• Presenting and monitoring KVP results

• Planning, organizing and conducting employee training

• Conducting workshops (5S with 6S, SMED, TPM, Swimline)

• GoGemba coordination of all optimization projects

• Developing a concept for a sustainable safety philosophy with KPIs and visualization

• Creating and tracking checklists

• Supporting and transferring knowledge to other locations

• Implemented the Lean mindset in both companies

• Motivated employees through work optimization

• Improved and streamlined production processes

• First 100 % Lean workshop conducted in the H&T Group

• Reduced DLZ by 65 % in KVP projects

• Completed the «Lean Management in der Produktion» training program for ~380 employees within six months

• Supporting production-related tests to improve process capability using Automotive Core Tools (FMEA, SPC, PLP, APQP, PPAP, 8D)

• Auditing according to VDA 6.3

• Monitoring and maintaining the QM system through audits, KPI maintenance and tracking of measures

• Moderating FMEAs for injection-molded components

• Conducting a Six Sigma project (savings of €456.000 in the assembly area)

• Coordinating and conducting final inspections in assembly and incoming goods (work/inspection instructions)

• Creating checklists and participating in quality circles

• Creating Ishikawa diagrams and processing the resulting actions

• Visual inspection of incoming goods, painted components and color measurements

• Coordinating Kaizen projects in the assembly area (welding equipment)

• Supporting the establishment of an effective QM system and accompanying several components through SOP

• Improving process capability

• Organization and delivery of training up to combat deployment

• Selection and training of snipers

• Leadership of soldiers (for up to 4 months) as a field team in Afghanistan and Kosovo

• Monitoring and updating regulations and legal documents

• Adjustment and calibration of weapons and weapon systems

• Management of procurement and administrative processes for safety-relevant military equipment and proper storage

• Personnel training as part of specialized training for conscripts

• Maintenance of databases in the Bundeswehr network

• Training, maintenance and commissioning of safety-relevant Bundeswehr systems

• Safely brought all subordinate soldiers back to Germany after each deployment

• Smooth running of operations