Tool Making Experts in Germany

• Conduct comprehensive assessments of operational processes to ensure alignment with ASPICE standards.
• Develop and implement quality assurance frameworks that enhance product and process quality.
• Collaborate with cross-functional teams to drive continuous improvement initiatives and foster a culture of quality.
• Provide training and support to teams on ASPICE requirements and best practices.
• Facilitate audits and assessments to identify non-compliance issues and develop corrective action plans.

• Global search for electronic components that were no longer available at all due to the chip shortage or allocation.
• Tools: MS Office and ORDAT B.08.60.491

• Acquisition activities
• Reporting

UEF 3.0 · Semantic Government Overlay (SGO) · Autonomous Systems (UAS / dual use)

• Designed: Semantic Government Overlay (SGO) – AI-guided administration without replacing existing specialist procedures. Read-only semantic layer over registers and specialist processes based on the Federal Information Management (FIM). Decision authority remains with the case worker (architecture principle).
• Developed: Reference architecture with source-backed, derived statements (Executable Ontologies OWL/RDF/SHACL). Technically guaranteed purpose limitation and no-write-path principle in specialist data – auditable, without a central data pool.
• Anchored: Regulation as a design principle: EU AI Act (high-risk obligations for public-sector AI, fundamental rights impact assessment under Art. 27), GDPR, NIS2, and administrative automation limits (§ 35a VwVfG, § 31a SGB X) as technical control points in the architecture.
• Created: Methodical tool for pilot organizations: data pipeline assessment (phase 0), compliance blueprint, and management summary as a decision-ready package for public administration.
• Specified: UEF 3.0 as a successor architecture to TOGAF – decision paper, canonical ontology, six-layer architecture, read/actuate boundary, federation registry, terminology concordance, and release delta as a closed specification status.
• Architected: AI-native mission OS for autonomous UAS and ground robotics as a tactical layer on top of a separately approved autopilot. Run-time assurance according to ASTM F3269-21 (Simplex pattern): the verified safety controller keeps authority, the AI function provides suggestions.
• Designed: Three-tier architecture – Tier 0 autopilot with 650 Hz flight control on RTOS, Tier 1 AI OS with semantic world model and multi-agent cluster, Tier 2 swarm and ground mesh. Zenoh as the primary fabric, MAVLink as the only authenticated command path (single writer). Result: graceful degradation – loss of the mission, not of the aircraft.
• Secured: Two-gate chain on the read/actuate boundary – governance gate (can-question: AI Act risk class per actuation, enforced human oversight under Art. 14, immutable log) before the RTA safety monitor (is-it-correct question: flight envelope, geofence, energy reserve) with revert to the baseline controller.
• Anchored: Dual-use architecture with common core and build-time fork instead of runtime switch. Three separate legal levels: civil variant – UAS under the EASA Basic Regulation (EU) 2018/1139 with the limited applicability under Art. 2(2) of the AI Act, ground robotics under the Machinery Regulation 2023/1230 with the full high-risk obligation chain, Cyber Resilience Act for both; unarmed carrier variant as defense material under AWG/AWV and Dual-Use Regulation 2021/821 (BAFA approval); armed variant under KrWaffKontrG. Each variant lives under exactly one dominant legal regime. Evidence base: AI BOM, SBOM, and complete data lineage.
• Analyzed: System analysis and realignment of grown engineering system landscapes. Approach concept for consolidation without migration – semantic layer over the existing sources instead of data transfer. Result: decision-ready implementation concept including an evaluation model for the target architecture.

• Replacement and renewal of the existing client PCs with an upgrade to Windows 11 and mobile workstations with laptops and docking stations
• Introduction of Office365 with OneDrive use
• Introduction of e-invoicing with DATEV accounting software
• Revision of the standard office applications in daily use
• File storage in SharePoint instead of local data storage
• New authorization structure for users
• Use of Microsoft accounts to synchronize profiles
• Reorganization of the document scanning process with storage in SharePoint
• New backup concept in addition to the Microsoft cloud solution
• Introduction of new data structures: review and separation of data into active, inactive, private, business
• Simplification of processes
• Increased data security and improved security
• Permanent data availability at all internal and external workplaces

• Supporting the integration of the first acquisitions as part of a buy-and-build strategy
• Optimizing management systems

• Restructuring of toolmaking based on the Lean Method module TPM, including tool costing, design, manufacturing setup and cycle times
• Optimization of production process structures and documentation with wear and spare-parts management using standard-part suppliers (consignment warehouse)
• Optimization of tool setup times according to Refa study and MTM
• Revision of organizational and planning processes
• Detailed coordination of equipment availability with logistics

• Retrofit of 10 existing distribution centers with ASML (automated scan manual labelling)

• Automation of conveyor technology at the induct with the goals of improving ergonomics, reducing costs, and increasing throughput

• Adaptation of existing MHE (material handling equipment)

• Supplier management (internal and external)

• Construction site coordination

• Detailed planning and execution of the implementation concept

• Acceptance tests for machine safety, Machinery Directive

• Planning and execution of IOQ, SWEH, SAT, Launch

• Ensuring compliance with costs, deadlines, and scope

• Risk management

• PM coaching of the project team and suppliers

• Leading multiple international teams

• International communication/coordination of sites (Delivery Stations AMZL, suppliers), RME, Ops, Safety, PMO, and Quality

• Methods and tools: Interim project management, project management (classic, agile, hybrid), change management, V-model, Scrum, Ozark, Chime, PtW, RightCrowd, stakeholder management, scheduling, cost planning, resource planning, controlling, conveyor technology, logistics, mechanical engineering, construction site coordination, claim management, requirements management, specifications, functional specification, supply chain management, risk management, FMEA, lessons learned, supplier management, team leadership, communication (international)

• Systematic analysis of cost drivers and targeted implementation of savings potentials in electronics, electromechanics, and medium voltage. Achieved a cost reduction of 9% compared to the 12% target.

• Introduced a transparent reporting system by integrating various existing systems and interfaces to improve data quality and monitor product costs for an annual volume of approximately €230 million.

• Deployed design-to-cost initiatives and cost-out workshops in close collaboration with procurement, product management, and engineering to drive technical optimizations and sustainable savings.

• Applied strategic negotiations, second-source qualification, and price and value analyses. Complemented by cost assessments and benchmark analyses to ensure long-term cost efficiency and competitiveness.

• Technical cost planning for fuel lines
• Creation of cost calculation and supplier comparison tools incl. risk analysis with MS Excel
• Participation in the creation of the requirements specification
• Participation in the creation of MS PowerPoint presentations with ThinkCell for cost and quote comparisons and analyses

• Turnkey implementation of automated machines and systems for automotive, electronics, medical and food industries

• Managing shareholder and responsible for approx. 90 % of the projects implemented

• Order acquisition, project planning and management (schedules, resources, milestones, controlling, stakeholder management)

• Documentation and responsibility for EU conformity (CE) in accordance with the Machinery Directive

• Management of interdisciplinary project teams (design, electrical engineering/PLC, assembly, freelancers)

• Selected projects:

• Assembly and production lines for circuit boards (fully automatic), value per system up to 1.5 Mio. €, team of 15

• Welding and testing systems (PM-RSM), value per system approx. 450 000 €, team of 12

• Rotary indexing machines for rotor assembly, value approx. 350 000 €, team of 10

• Testing machine with laser marking "Screwinspector" for Aesculap AG, value approx. 420 000 €, team of 5

• Magnet-setting system POMUX for SICK-Stegmann GmbH, value approx. 350 000 €, team of 8

• Automatic spindle nut assembly machine for IMS Gear GmbH (USA, China), seven identical systems, value per system approx. 525 000 €, team of 8

• Problem solving all related quality issues and establishment/preparing PPAPs for Volta Trucks Ltd.
• Engaged for remanufacturing JLR automatic transmissions PPAPs for ZF Automotive.

• Uzbekistan: optimizing vehicular production; setting up machinery
• Ghana: introducing CNC technology & machinery; programming; qualification training
• India: consulting for a Toolmaker company
• Ethiopia: teach the teacher in a school (metal cabinet)
• Mexico 2025: teach in CNC and tool
• 2022–Today: several consulting in the metalindustry; details on request

Exceleration focuses on the design and implementation of structured Excel-based management systems for SMEs.

The project helps companies transform fragmented spreadsheets into integrated operational tools that support planning, automation, and decision-making.

Typical solutions include:

• Production and capacity planning systems
• KPI dashboards and operational reporting
• Financial monitoring and business case modelling
• Automation of recurring workflows through VBA and Power Query
• Integration of operational data across departments (operations, finance, administration)

The goal is to create simple but robust management infrastructures that increase transparency, reduce manual work, and improve operational control.