Ishikawa Diagram Experts in Germany

• Standards research "Product-/project-related for speed-controlled pumps".
• Support of internal development departments on standards issues nationally and internationally.
• Creation and maintenance of internal standards and test plans.
• Generation of technical requirements from normative specifications.
• Collaboration with authorities.
• Coordination with associations and organizations/authorities (VDE, UL, notified body EMC test).

• Implementation of automated data visualization/evaluation as a basis for further decision-making processes
• Analysis of production data to identify relevant quality issues and their technical root causes using the Six Sigma method
• Lead of the internal resistance task force (mechanical/electro-chemical)
• Lead of the AI-supported X-ray image analysis task force to reduce scrap
• Solving acute issues and establishing a continuous improvement process in production
• Introduction of performance metrics, planning of resources and time frames, risk assessment and change management
• Development and implementation of measures to solve problems
• Securing delivery capability in the pre-series process
• Coordination between OEM and customer

• Quickly took over responsibilities after predecessor's departure
• Quickly prepared alternative procurement scenarios with transparent commercial analysis
• Thematically and personally reconnected loose, interdisciplinary threads
• Identified win-win potentials in cooperation with customers

• Incoming and outgoing goods inspection
• Random sampling checks in bending, stamping, assembly, and welding areas
• Application of 8D reports, 5 Whys, Ishikawa analyses
• Test equipment management with Babtec

Ongoing overall project for organizational development, process, and change management at a medium-sized company.

The starting point was an unclear organizational structure with missing role responsibilities and undocumented workflows in logistics, sales, and project management. During the project, As-Is processes are captured, modeled in BPMN, and systematically analyzed for optimization potential. At the same time, roles and responsibilities are clarified and a viable organizational structure is established. To-Be processes are developed and implemented together with the departments based on the analysis results. An accompanying change management program ensures that managers and employees remain actively involved and that changes do not bypass operations.

• Development of a software-based DMS framework for the integration of QMS with a focus on compliance with ISO 17025 and MEASNET + TR6
• Participated in external DAkkS audits
• Created FMEA, quality deviation reports, Ishikawa diagrams, and 5 Whys reports for energy yield uncertainties and WTGs
• Highlighted critical variables (e.g., wind speed, wind direction, terrain) influencing uncertainty and evaluated data quality to implement QA/QC measures
• Identified main sources of uncertainty in energy yield assessment (e.g., model assumptions, data variability) and assessed impact on energy yield projections
• Systematically calibrated and validated the model using reference data (e.g., LiDAR) to reduce uncertainty while implementing continuous quality improvement processes (PDCA, RCA, SPC, FMEA)

• The LEAN spectrum: LEAN manufacturing and LEAN management
• The method: goals, concept, how it works, classification, scope, application areas, potential
• Strategic use: implementation and revitalization in the company, roles, tasks
• Operational application: methods and tools, auditing, controlling
• Management tools: LEAN models, implementation strategies, key figure systems
• Process leveling
• Value stream mapping
• Kaizen and KVP including PDCA cycle
• Quick problem solving including 8D method
• 5S and visual management
• Standardized work
• Poka Yoke including FMEA, Red Tag
• Kanban including control loops
• Setup time optimization including SMED
• Total Productive Maintenance including metrics, tracking systems
• Statistical tools: seven quality tools (7Q)
• Statistical process control including control charts and process capability analysis
• Quality circles

• CI Department Leadership: Established the Continuous Improvement (CI) department from the ground up, reporting to both local operations and global headquarters.
• Lean Management: Implemented Lean principles, including Gemba walks, 5S methodologies, and Kaizen workshops to drive operational improvements.
• Safety & Standards: Promoted a safety-first culture and developed the Operations Library of Standard Operating Procedures (SOPs).
• Automation & Process Improvement: Introduced automated solutions to reduce workloads and increase productivity.
• Performance Analytics: Developed shift reports and interactive dashboards (Power BI) for performance monitoring and in-depth analysis.
• Training & Mentorship: Trained new team members on CI principles and conducted workshops on Six Sigma tools.
• Operational Efficiency: Identified and eliminated bottlenecks through process mapping VSM and risk assessments.
• Global Standards: Contributed to developing global-level standards and benchmarks for operational excellence.