• Being in charge of the entire plant in Ueckermünde, P&L Controlling, HR, production, tool construction and maintenance
• Reconstruction of assembly and process structures
• Implementation of turn-arounds and introduction of the “Operation Excellence-Process”
• Implementation of all IATF 16949 following the demanded standards and defaults
• operative acting and decision making in terms of the COVID 19 Crisis (seperation, Home Office, short-time working)

Responsibilities:

• 10 Servo-/Excentre-/Hydraulic- Stamping Presses
• Grinding Machines For production von Stainless-Steel Wool
• Leading 80 employees, including 3 executives

• Controlling/ supervising the stamping plant, tool construction and maintenance at Landshut
• Reconstruction of assembly and process structures
• Implementation of turn-arounds and introduction of the “Operation Excellence-Process”
• Implementation of rightsizing/restructuring measures which were predetermined by the customer BMW
• Implementation of all IATF 16949 following the demanded standards and defaults
• facilitator/mediator for Korean owners and situational conditions at location

Responsibilities:

• 4 Servo Press lines
• Leading 120 employees, including 4 executives

Results:
Construction of an assembly structure with process standards and reporting, restaffing of executive positions, instruction und training on the Job of new executives at the Shop Floor

• Control/ Supervision of SCM, production, Manufacturing Engineering, tool construction and maintenance at Crimmitschau und Hustopece (CZ)
• Restructuring of the Business Units Press Shop und Assembly
• Implementation of turn-arounds and firming of the “Operation Excellence-Process”

Responsibilities:

• turnover 2018: 65 Mio. €
• Leading 250 employees, including 8 executives

Results:

• Reconstructing the organization of functioning alignment towards process alignment using Business Units Supply Chain Management, Manufacturing Engineering, HR, Maintenance und Tool Shop in a matrix organization

• Overall responsibility Leadership in P&L, capital budgeting, Engineering, Supply Chain, tool construction, maintenance, production, quality control, HR
• Implementation of measures within the scope of Change Managements, e.g. retrenchment by reconciliation of interests

Responsibilities:

• turnover/revenue 2016: 50 Mio. €
• Leading 200 employees, including 6 executives

Results:

• Introducing Lean Managements, more particularly 5 S, SMED and Shop Floor Management
• Attainment of improvement of earnings despite a loss of sales in 2016
• Setup of a HotformingCenter with innovative ACCRA-Technology in form of a 12.000 m² hall of fully automated facilities

• Overall responsibility operative controlling including the areas of sales department, purchasing department, production planning and controlling, production, maintenance and tool maintenance
• Restructuring of plant from a mere technology centre to an efficient manufacturing base

Responsibilities:

• turnover 2014: 15 Mio. €
• Leading 50 employees, including 5 executives

Results:

• Extension of capacities by implementing of a third production line
• Implementing of the world’s first stamping plant using TST-Servopresstechnologie
• Attainment of an increase turnover in the amount of 44 % in the accounting year of 2010/2011 as well as the best result since the existence of the company
• Generating of another increase of earnings in the accounting year of 2011/2012