Markus Heinzle
Entrepreneur Consultant
Erfahrungen
Dez. 2021 - Bis heute
3 Jahren 7 Monaten Österreich
Entrepreneur Consultant
Heinzle Consulting
- Worked on 3 projects for a customer inside food industry.
- Integration Operation-Management-System.
- Implement OEE and KPI oriented work.
- Integration of Bottom-Up process.
- Cost reduction.
- Project savings: Brandenburg 4,2 Mio. €, Mecklenburg 1,3 Mio. €, Sachsen 0,9 Mio. €.
- The aim was to break up the usual working methods.
- Developed employees in communication and problem-solving skills.
- In addition to achieving savings, the task was to integrate a system that ensures a consistent and standardized bottom-up communication process from the production of every single production plant to the corporate headquarters.
- Ensured project costs (usually 3-4 consultants) did not exceed 30% of the savings achieved in the first year.
Sept. 2020 - Nov. 2021
1 Jahr 3 Monaten Bürs, Österreich
Team Leader / Lean Program Responsible
Getzner Werkstoffe
- Divisional management and further development of two production areas (4 direct / 60 total).
- Compensated for staff shortages by increasing productivity through efficiency gains.
- Led cross-divisional problem-solving projects with a Black-Belt level of complexity.
- The challenge was to ensure efficient production.
- Large call-off fluctuations, massive raw material bottlenecks and a lack of problem-solving expertise were constant companions.
- With the integration of an effective shop floor management, the shopfloor leaders were able to take over the leadership of their areas.
Nov. 2019 - Aug. 2020
10 Monaten Liechtenstein
Plant Coordinator
ThyssenKrupp Presta AG
- Coordinated global business process management measures (top-down & bottom-up).
- Coordinated project for the relocation of 50% of the machining area to Poland, achieving time and budget targets.
- Secured global delivery liabilities in the SARS-CoV-2 pandemic.
- Project management for cost-saving measures (e.g. relocation of a production sub-area) included time management, pre-production, cross-plant coordination, budget compliance, coordination with the customer and, finally, the reopening (PPAP) of processes.
- Was sent to production plants to eliminate delivery bottlenecks.
- At the beginning of the pandemic, focused on coordinating the global supply chain to secure customer deliveries.
- To safeguard liquidity, coordinated personnel requirements according to the availability of raw materials and organized short time working for the authorities.
März 2019 - Nov. 2019
9 Monaten Jászfényszaru, Ungarn
Interim Production Manager / Launch Management
ThyssenKrupp Presta AG
- Supported plant ramp-up from 60 to 570 employees within 6 months (4 direct / 200 total).
- Coordinated work packages at responsibility level including reporting to C-level and customer STAs.
- Coordinated shift ramp-up (staffing mirror) at plant level, including training strategy at divisional level.
- Achieved performance increase according to ramp-up plan from 20 to 750 units per shift.
- The challenge was to fulfil the planned ramp-up curve to ensure production at the end customer Ford.
- During the development to process maturity, many employees had to be hired and brought up to a qualification level as quickly as possible.
- The high level of illiteracy posed a particular challenge.
- The IATF specifications had to be adhered to in all activities.
Jan. 2016 - Feb. 2019
2 Jahren 2 Monaten Schönebeck, Deutschland
Production Manager
ThyssenKrupp Presta AG
- Led, managed and developed the production area (6 direct / 170 total).
- Transferred the production area to new production processes during ongoing customer supply on existing production processes (PPAP, ...).
- Implemented cost-reducing measures (quantity, quality, time) in the bottom-up principle.
- Strategically embedded in the upper management level to act as a change agent so that the drastic changes lead to success.
- Facilitated cultural change.
- Integrated the newly designed processes, which required the active commitment of all 1000 employees.
- The mindset had to change from ‘You are here to work and not to think’ to ‘You have to think before you work’.
- Was brought in as a change agent.
- All 1000 employees took part in impulse training organized by an external company.
- The managers received communication and leadership training.
- Formed cross-plant team meetings.
- Acted as a facilitator and trainer for the integration of the newly learnt skills.
Nov. 2013 - Dez. 2016
3 Jahren 2 Monaten Liechtenstein
Plant Coordinator
ThyssenKrupp Presta AG
- Increased the maturity of global plants as a member of the Global SCM team (OPEX).
- Optimized value streams within individual plants but also in a global context for further development of the company towards a high-performance organization (OPEX).
- Developed employees through on-the-job support - train-the-trainer context (SFM, SMED, 5S, VSM, PSP, ...).
- Managed programs and projects in a lighthouse project towards an Industry 4.0 organization approach, achieving cost-saving impact (prod.-costs from 21€ to 11€) with the project on time and budget.
- This phase was an on-the-job development booster.
- Solved given problems within the global supply chain (mostly delivery problems to the OEE).
- Acted as the interface between the production plant, headquarter, end customer and usually also consultants employed by the customer.
- After a follow-up order was awarded to a competitor, worked to prevent the Schönebeck production site from closing.
- Using the green field approach, led a team of 40 employees from 3 locations through an ideas workshop and follow-up workshops right through to implementation.
- As project manager, reported directly to the COO.
- Core tasks included process design, system conceptualization, PFMEA, customer coordination, time management, budget management, coordination with individual working groups and leading own working group (WIP, containers between processes, space requirements between processes and value stream design/layout for a 200% volume increase).
- The layout designed at that time enables production of 300% volume in 2024.
- Escalation management was a constant companion in this challenging and forward-looking project.
Aug. 2002 - Okt. 2013
11 Jahren 3 Monaten Klaus, Österreich
Deputy Production Manager
Semmernegg Bending technology
- Design and optimization of processes.
- Zero series production.
- CAD-CAM process responsible.
Juni 2001 - Apr. 2002
11 Monaten Klaus, Österreich
CAD-Designer / Administration
Schmoll Engineering
- Machine Designer.
- Project administration.
Sept. 2000 - Apr. 2001
8 Monaten Laterns, Österreich
Sport Shop Employee
Sport Egon
- Sales, rental and service of winter sports equipment.
Dez. 1995 - Juni 2000
4 Jahren 7 Monaten Rankweil, Österreich
Carpenter
Abbrederis Walter Joinery
- Individual production of customer-specific pieces of furniture.
Zusammenfassung
Quick comprehension and goal-oriented personality with strong implementation skills by mastering special challenges at all hierarchical levels (except C-level) in different plants and different cultures.
In my actions, a close connection to the manufacturing processes (employees) is essential. Quickly gathered knowledge (Scrum) of the processes is much more effective than perfectly executed planning. In my way of working, issues are solved, employees are developed, and sustainability is ensured by including employees in project-specific teams (PDCA).
Sprachen
Deutsch
Muttersprache
Englisch
Verhandlungssicher
Ausbildung
Sept. 2019 - Nov. 2021
Alpen Adria University Klagenfurt
MSc Business Management · Business Management · Klagenfurt am Wörthersee, Österreich
Zertifikate & Bescheinigungen
Six Sigma Green-Belt
UMS Consulting GmbH
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