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• Quality assurance / management
• Process optimization (laboratory processes, QM/QS processes, etc.)
• Revision and adaptation of existing systems (e.g. document management, equipment management) to ensure compliance with new regulatory requirements
• Implementation/optimization of deviation and/or change control management processes
• GLP and GMP support
• Interim Quality Manager
• QA management
• Audits and inspections
• Conducting internal audits / self-inspections (GLP, GMP)
• Organization, preparation, coordination and support of regulatory inspections including creation of action plans if needed
• Creation and revision of controlled documents (SOPs, qualification documents, manufacturing instructions, checklists, forms, etc.)
• Content review of existing controlled documents for compliance, structure/format and consistency
• "Streamlining" of document management systems
• Basic training (GLP, GMP)
• Refresher training (GLP, GMP)
• Equipment qualifications
• Other topics on request

• Customer Quality: revitalization of complaint management (8D, FMEA/PLP) until de-escalation at individual OEMs in the first quarter
• Lean Management: development and implementation of corrective actions in the affected production lines or departments
• Consulting (QMB and Executives): briefing, interpretation and preparation of the entire organization on relevant and current requirements for the successful certification audit

Supported the implementation of the QMS according to ISO 9001, conducted internal audits, and completed the project with certificate renewal.

• Building up the documentation for a management system for a certification body including:
• Company policy
• Objectives
• SOPs for all processes
• Work instructions (WI)
• Process flow charts
• Forms for different activities
• Lists as appendices
• Record templates

• Potential analysis of potential new suppliers, VDA 6.3 audits in different scopes.
• Component sampling.
• On-site support during escalations, process approvals, and audits.
• Areas of work (Germany, Czech Republic, Belgium, Bosnia and Herzegovina, Switzerland)

• Quality management, system audit IATF 16949

• Qualification of production facilities and process validations of a new production line for the manufacture of implants incl. URS, IQ, OQ and PQ
• Quality remediation project (optimization of procedures, SOP and test methods and work instructions incl. change management)
• Project lead for a test method validation
• CAPA management
• Non-conformance management
• Gap analysis

• At a long-established third-generation company in the metal and plastics industry for surface finishing of single parts as well as small and large series, the quality management system according to DIN EN ISO 9001:2015 was fully revised and made practical. As an external Quality Management Officer (QMB), preparing and following up on internal and external audits as well as certification audits were my main tasks. Other activities included creating management reports, reviewing and actively updating quality and safety agreements, and training employees. Targeted measures successfully lowered the complaint rate.
• In a part-time mandate, a quality management system according to DIN ISO 9001:2015 was introduced and implemented in a toolmaking company with about 40 employees working three shifts. This included creating the complete documentation, such as the quality manual, management review, work and process instructions, forms, and workflows, as well as training the employees. Preparation and follow-up of internal and external audits, including certification audits, were also carried out. The certification was successfully achieved with flying colors. The mandate ended after 5 months, during which the internal Quality Management Officer was successfully onboarded.
• In an interim mandate as Head of Quality Management at an international automotive supplier for well-known OEMs in the body shell parts sector, the quality management system according to IATF 16949:2016 was completely revised and practically reoriented. This included streamlining processes, creating management reports, and preparing and following up on internal and external audits as well as certification audits. Customer visits were organized and managed, and employee development was advanced. Complaint handling was done using methods like 8D, 5-Why, and Ishikawa. The quality team was also led disciplinarily, resulting in a successful reduction of complaint costs. Quality and safety agreements were reviewed and actively updated. The interim mandate ended after 6 months due to a permanent position.
• During a fault analysis, the assembly process of a plant producing plastic housings for integrating electronic components for GPS signal amplification was examined. After delivery, the assemblies often had cracks in the plastic housings that let in water and caused their failure. By identifying optimization potentials in materials, assembly, and sealing, targeted improvements were implemented. After redesigning and optimizing the assembly line, the root cause of the failures was permanently resolved. This led to a significant increase in customer satisfaction and a marked reduction in scrap costs.
• In an interim mandate as Head of Quality Management at an international automotive supplier for well-known OEMs, the quality management system according to IATF 16949:2016 was fully revised and practically oriented. Tasks included preparing and following up on internal and external audits as well as certification audits, introducing a CAQ software, and handling complaints using methods like 8D, 5-Why, Ishikawa, and problem-solving sheets. Processes were also streamlined and reoriented, management reports were created, and customer visits were managed. Employee development and collaboration with internal and external material testing labs and suppliers were also promoted. Additionally, I supervised 16 quality management staff, achieving a successful reduction in complaint costs. Quality and safety agreements were reviewed and actively updated. The interim mandate ended after 20 months due to a permanent position.
• In preparation for re-certification to DIN ISO 9001:2015 for a globally active industrial company in Lower Saxony with 1200 employees, I organized internal audits across the entire company. This included planning, conducting, and documenting the audits, as well as report creation and follow-up on actions. Coordination of addressing identified improvement potentials was also ensured. The audit was successfully passed, confirming the company's ongoing compliance with quality standards.
• Lead Auditor for ISO 9001:2015, working for three certification bodies.
• After the sale of the traditional injection molding company to a new owner, a comprehensive restructuring was carried out. The goal was to optimize production processes by reducing setup times, improving tool availability, preheating, and material flows, and minimizing downtime and scrap. Other measures included introducing an organized material and color batch warehouse, structured workplaces, and efficient workflows. Investments were made in modern equipment, focusing on securing customer orders and jobs. Processes were streamlined to increase the company's long-term efficiency and competitiveness.
• As an external Quality Management Officer (QMB) for an international manufacturer and supplier of plain and roller bearing technology, I fully revised and practically oriented the quality management system according to DIN EN ISO 9001:2015. Tasks included preparing and following up on internal and external audits as well as certification audits. Complaint handling processes were optimized using the 8D method to respond to customer feedback more efficiently and effectively. Other activities included creating management reports, employee development, reviewing and updating quality and safety agreements, and recording and reducing internal complaint costs. Targeted measures significantly lowered the complaint rate and greatly reduced costs.
• In an interim mandate as Head of Quality Management at a renowned automotive supplier in Germany, I managed the quality management department of a company whose products are used in many premium vehicles. Tasks included maintaining customer portals, coordinating internal QA staff, creating IMDS entries, and preparing and submitting samples according to APQP and PPAP. Additionally, the internal quality management system was further expanded and optimized according to ISO 9001:2015. Other focuses were supporting customer, certification, and supplier audits and developing existing quality management staff.
• In a mandate as an external Quality Management Officer (QMB) at an injection molding and toolmaking company in the plastics industry, an outdated QMS was brought up to date and adapted to the company's specific needs. The complete revision and practical orientation of the quality management system according to DIN EN ISO 9001:2015 was carried out in close collaboration with the departments. Tasks included preparing and following up on internal and external audits as well as certification audits, creating management reports, and reviewing and updating quality and safety agreements. Additionally, complaint costs were significantly reduced, and employees were trained in relevant quality processes. The mandate ended after 2 years due to a long-term permanent role.
• In preparation for the first project-specific VDA 6.3 audit by its end customer (OEM) at a globally operating textile company, the company's quality management system was aligned with the specific requirements of the automotive industry. This involved integrating VDA requirements into the existing ISO 9001:2015 quality management system. Processes were adapted, relevant procedures documented, and employees trained. The audit was successfully passed, confirming the company's suitability for the automotive industry.
• In an interim mandate as Head of Quality Management at a global company in the exhaust gas recirculation systems sector, the main goal was to fix significant quality issues in the produced parts. Measures included setting up a Q-Gate to identify quality issues early and feeding problems back into previous production phases for root cause analysis. In close cooperation with upstream departments, solutions for production problems were developed. Employee training on defect characteristics was conducted, and knowledge tests were introduced to strengthen quality awareness. These measures led to a clear reduction in scrap rates and complaints and restored customer confidence. Follow-up projects were successfully placed by the customer. Additionally, the interim manager took disciplinary responsibility for quality across both plants. The project ended successfully with a planned permanent position at the client.
• On behalf of a German OEM, a quality project was carried out at a Southern European supplier to analyze and fix recurring functional failures in a component. The aim was to identify the causes of the quality issues and work with the supplier to develop measures that would then be monitored for compliance. During a process walkthrough at the supplier, various irregularities in production were discovered that caused the functional failures. Together, measures were agreed on and immediately integrated into the production process. Implementing and continuously monitoring these measures quickly led to a noticeable improvement in quality and stabilization of the revised processes. A re-audit based on a comprehensive sample confirmed the success of the measures. No further production issues or irregularities were found, and the supplier regained its usual high performance.

• Consulting on quality management processes through re-certification for DIN EN ISO 9001 and 50001

• Conducting internal audits

• Training in Azure technologies & data analysis (Haufe Academy)
• Technologies: Microsoft Azure