Raunheim, Hesse, Germany
Full P&L responsibility for a high-tech value stream Leading transformation toward a data-driven and performance-oriented organization Driving efficiency improvements through Lean and automation initiatives Developing business cases and growth strategies based on market and cost analysis Strengthening KPI-based decision-making and operational transparency
Led operations and CI organization with ~120 employees Increased operational performance through KPI systems and Lean implementation Reduced inefficiencies through process optimization and standardization Built a scalable organization aligned with customer and business requirements Acted as key interface to customers on quality and delivery performance
Led cross-functional quality organization (>35 employees) Delivered significant reductions in quality costs (scrap, rework, FTR) Implemented “Best-in-Class” quality transformation program Strengthened supplier quality through structured development and audits
Led end-to-end assembly operations with >500 employees Improved productivity and product quality through Lean initiatives Stabilized operations during multiple product ramp-ups Increased output through standardization and automation
Managed international manufacturing footprint (incl. Canada, China) Stabilized operations during critical business phases Improved key KPIs (quality, delivery, lead time) Executed Lean and digital transformation initiatives
End-to-end responsibility for supply chain (logistics, assembly, shipping) Led >60 employees Increased delivery performance from 65% to >95% Reduced lead time and cost through Lean methods (SMED, value stream)
Led strategic operations projects focused on efficiency and cost optimization Built KPI systems for productivity, capacity, and performance tracking Conducted make-or-buy analyses and investment evaluations
Lehrstuhl für Internationales und Strategisches Management