Niederlenz, Aargau, Switzerland
For over a decade, I’ve been helping organizations optimize processes and drive real cultural change. My focus? Not just operational excellence, but building a lasting learning and leadership culture that empowers both people and organizations in the long run. I firmly believe that change works best when people are actively involved. When they understand the “why” and have the opportunity to shape the process, it not only leads to better results but also creates genuine engagement and long-term success. Respect, trust, and continuous learning aren’t just buzzwords to me – they’re the foundation of any successful collaboration. Let’s connect! I’d love to exchange ideas and explore new perspectives.
As HOM Leader Lean I am responsible for the implementation of the Operational Excellence arm of the Hillenbrand Operating Model, in partnership with global HOM and local site leadership. The Hillenbrand Operating Model (HOM) is the backbone of our company. It describes how we lead our business and provides us with the tools we consciously and purposefully use to support our long-term and strategic goals. Lean is a strategic decision to foster the development of people and leadership, a mindset and culture of improvement, to support the organisation in achieving its ambitious breakthrough improvement goals to grow and pursue perfection. Key responsibilities include: - Developing and executing a Kaizen roadmap and identify key metrics (KPI's and TTI's), in partnership with Site Leadership. - Leading the sites Lean transformation with a focus on improvements to safety, quality, cost and delivery. - Drive implementation of efforts to achieve breakthrough Lead-Time Reduction initiative, through Value stream analysis and transformative action plans. - Schedule, lead and facilitate Kaizen Events and other CI projects aligned with the Kaizen roadmap and Strategy Deployment. - Train and coach managers and employees in the daily use and implementation of Lean principles. - Ensure consistent application of HOM Lean practices, tools and templates (ie: Standard Work, Job Instruction, Daily Management, Weakpoint Management, Value Stream Mapping, Kaizen Road mapping, SMED, TPM, etc.) - Develop, Audit, monitor and sustain the Lean culture by utilizing a scoring system, gap analysis, and countermeasures. - Track the status of all HOM Lean activities, cost savings, training, certifications, and events - Support Hillenbrand world-wide kaizen efforts as needed.
• Verantwortung für die Konzeption, Einführung und Evaluation von Lean auf 20+ medizinischen und chirurgischen Bettenstationen, inklusive Begleitung und Support der Leitungsteams • Konzeption und Umsetzung des Lean Hospital Konzeptes am KSA • Leitung von Lean-lnitiativen zur Wertschöpfungsmaximierung • Weiterentwicklung des Prozessmanagements als Leiter des Kernteams: unter anderem Governance-Strukturen, Prozess-Landschaft, Schulung, Coaching und Unterstützung für die Prozessmodellierung • Führung von Pilot-Projekten zur Digitalisierung von Lean auf den Stationen: unter anderem digitaler kontinuierlicher Verbesserungsprozess & digitales Teamboard • Weiterentwicklung des Lean-Methodenkatalogs • Coaching und Schulungen tor Mitarbeitende und Kader • Treiber und Vertreter der Lean-Denkweise am KSA, Challenger und Coach für neue Perspektiven, Change Agent für positive Veranderung und Lean Kultur
Leadership and implementation of a process architecture, landscape and process management structure for the domain’s IT Distribution & Payment. Following extensive growth of the department, there was a strong need to capture the knowledge, processes and working methods to ensure standard operation and continuous improvement potential. ✪ Creation of multi-level Process Architecture, Landscape and process management structure ✪ Development of Process flow diagrams based on BMPN 2.0 and Lufthansa Group Standards ✪ Process Management role development, assignment and approval run through ✪ Training of other employees in continuation and maintenance of the process landscape ✪ Coordination of creation of all detailed step-by-step process descriptions and working instructions
Joint leadership of the Kaizen & Continuous Improvement organisation, a collection of 25 CI specialists distributed throughout the different divisions of the company. Jointly orchestrated the re-design of the program including organisational structure, sponsorship, role re-definition, roll-out and alignment to Lufthansa Group process orientation. Jointly developed and implement a roadmap strategy for the company towards operational excellence. Further developed and deployed the Kaizen & CI Toolbox and maximise companywide results. Development of training path and coaching of CI Specialists in training and executing lean initiatives. Active lean portfolio management of CI initiatives and projects within the operational divisions, from inception to implementation and handover back to line management, being the driving force in their implementation. ✪ Joint leadership of the Company wide Kaizen Organisation ✪ Leader of Lean Portfolio Management for operational divisions within the company ✪ Leader in key strategic lean projects across different divisions, from inception to implementation ✪ Coached Line management in divisional lean development and using lean to achieve departmental targets ✪ Re-development of the Kaizen & CI Program including tools, processes, organisational structure & roles, sponsorship & marketing ✪ Drive and maintain CI culture growth through provision of trainings, delivering presentations and hosting CI events (internal & external), and managing internal communications
Central Lean and CI expert for the Technical Division (Aircraft Maintenance). Joint management of improvement suggestions from the line and coordination of all Technics lean activities. Facilitator of process optimisation activities and deployment of lean tools. Leader of key strategic projects and lean initiatives to ensure smooth running of operations, significant cost savings and efficiency gains. Directed improvement initiatives from problem definition to workshop through to implementation of solutions. Standardised processes, data, and metrics to identify operational shortcomings. Executed lean methods to promote continuous improvement, to engage and empower employees to reduce waste and enhance the value delivered from key processes. Analysed data to determine the priority of problems, ensuring effort was spent on critical areas. ✪ Lead a key strategic project to transition key supplier contracts (worth $40M), processes and systems from single to multiple suppliers. Avoiding huge costs through potential operational interruptions ✪ Promoter, Coach and Trainer of CI within SWISS and the technical division ✪ Orchestrated a highly successful internal promotion program from concept to implementation, which 100s of SWISS employees still enjoy participating in annually
Provided Guest Lecture to CAS Lean Management Courses aimed at the Service and Operations Industries. Presented the Lean Management organisational set-up at SWISS and in the Airline Industry and hosted discussions on Lean Implementation Challenges and best practices.
TransPerfect is a group of companies with over 3000 employees worldwide, providing language and translation solutions and software in over 170 languages. As Account Manager I was working within the life sciences department with the objective of increasing the client base within the Swiss Pharmaceutical Industry. My main activities included: ✪ New customer acquisition, aggressively target new markets and contacts ✪ Act as primary contact for pharmaceutical industry in Switzerland ✪ Create and give sales presentations and meetings on site with clients ✪ Develop and obtain orders and ensure deliverance to customer ✪ Contract Negotiation and closing