Nuremberg, Bavaria, Germany
Leading 3 manufacturing sites in Ireland and the UK for Aryzta Food Europe a global leader in speciality bakery. Restructured and reorganized a plant in England Ensured achievement of the audit of the main customer Introduced and enhanced TPM in three plants Achieved the customer audit on highest level Brought the operational business back to within budget Successfully started TPM in two plants Achieved McDonald’s SQMS audit with 96% in first audit
Plant Director, 80 employees, Budget responsibility € 37 Mio p.a. Restructured the plant by exchanging the management team Focused the plant on the internal customer through developing and implementing a vision and strategy for the plant Started the implementation of TPM in the plant Renewed a system to increase work safety (DuPont) Implemented a strategic partner for manual tasks for quick reaction to customer requests Reduction of cost by 6% p.a. Increase of the efficiency by 10% p.a. Reduction of customer complaints by 30% Reduction of 10% of the energy cost by changing media and supplier
Managing Director, 55 employees, Budget responsibility: € 12 million p. a. Restructured the plant by introducing a new vision, strategy and reorganization Introduced new products and product groups, i.e. ensured planning, quality, technology and customer orientation, among other things Set up innovation management to increase identification and commitment of the employees, optimize the plant and increase sales Designed a future-oriented staff development system with the focus on personal responsibility of the employees, transparency and orientation to the plant requirements Increased sales from € 9 million to € 12 million in 3 years Approx. 8% savings in permanently employed staff
Team Leader Fabrication, 45 employees Departmental and disciplinary management of blue-collar workers and specialists from planning, process technology, quality and technology Installed and commissioned 2 new facilities for special products for industrial customers Successfully effected changeover among staff from manual to computer-controlled machine operation
Headed a heterogeneous team consisting of 10 executives and staff members from all departments of the plant and aimed at optimizing plant logistics and adapting the latter to the new machinery Pushed through investment approvals in the 6-digit Euro range Introduced a key figure system for plant logistics Implemented volume management for Asia Halved order throughput time for Asian region