Berlin Metropolitan Area
I am fascinated by the search for the next "step change". By this I mean a significant leap in the performance of a system or team that is much greater than the usual optimizations. As a result, board members, managers and production staff enthuse together about the factory of the future. Because then the production of the future becomes a competitive advantage - it leaps operations from a cost factor to a return and sales driver! Since my studies, I have felt the urge, inspired by technology, to move system boundaries. My fellow student and I didn't realize at the end of the 1990s that we were developing a tablet when we wanted to separate the "screen" interface from the computing unit of the laptop. We discarded our vision at the time and focused on graduating from the TU Berlin. After my diploma thesis at Volkswagen in Mexico, I started working in the aerospace industry at Airbus. There I realized that production and logistics are more than just cost factors. As a production manager, I was thrilled by the responsibility to become a real competitive advantage for Airbus with the lean transformation of over 240 employees in 3-shift operation on two assembly lines. In search of more such exciting challenges, I joined Porsche Consulting in 2012. In my career I have been involved in more than 30 projects in five different industries in the field of production & logistics. I have seen how employees in production are affected by transformations and I know the problems that board members face when global efficiency programs have to be rolled out. As Senior Partner and Site Manager of our Berlin office, me and my team ensure that board members, plant managers, start-up managers, logistics planners and project managers know exactly what the production strategy of the future may look like for them and their company. New technologies often overlap with old production problems. At the same time, the power and speed of innovation in all industries enable new competitive advantages for manufacturing companies. For me, this is about more than just increasing efficiency. My goal is to make factories more flexible, reliable, sustainable and attractive. That's why we are jointly outlining how such step changes can be implemented. That is my strength. Let's talk about your future production in person. [email protected] +49 (0) 711 911 - 1 21 54
Global Practice Operations - turning strategy into value, from top floor to shopfloor: - Operations Strategy - Supply Chain Management - Procurement & Supplier Excellence - Manufacturing - Quality-Driven Enterprise - Industrialization & Launch Management The result: customer-centric, profitable, resilient and circular value creation processes.
In this role I initiated projects for digital transformation in the factory or in the global production network. This support ranges from the development of new business models and smart factory concepts to the scaling of solutions via a digital production platform or the industrial cloud. The updating of the production strategy or the necessary reorganization of indirect areas is of course also part of this. In our Innovation Lab in Berlin, our consultants ensure that groundbreaking concepts are created in the areas of production and logistics. The result: digitalization and networking in the factory becomes customer-oriented and tangible.
Result: Successful architecture and management of all consulting activities of a global efficiency program across more than ten locations in the automotive industry. -Program Office (management of twelve locations, committee work, roadmap, communication) -Piloting of initiatives in the locations and coordination of roll-out (standards) Employee responsibility: 14
Result: "Step Change" Lean Production A320 assembly line, 20% increase in productivity and lead time, reduction in shifts and span of control, culture of improvement in cooperation with the works council Award for Excellence "Act with Courage” Employee responsibility: 10 foremen, 240 employees, 3-shift operation
Result: Successful transnational start-up management of the operational work preparation in the series start-up of the A380 flowline (process planning, production control, technical support) Employee responsibility: 110
Result: Award for Excellence "Efficiency", planning and implementation of logistics concepts from the supplier to the point of use for two new assembly lines, further development of the materials management centre (company size 150 employees) including order management Employee responsibility: 14