Project Manager/Program Manager

Project Manager for development, industrialization and production of military helicopter seats

Responsible for an innovative seating system - weight < 15 kg, 100% crash safety according to EASA - Side Facing - from concept to SOP

Complete recovery of a 2-year overdue project - 15% progress, frequent project manager changes, massive loss of customer trust

Implementation of recovery plan: concept approval and prototype testing in 4 weeks, certification testing in 8 weeks, 100% EASA certification

Management of global BCC development resources > 60% share, optimization of development cycles including FEM, streamlining supply chain

On-time EASA and series approval, compliance with NRE budget, on-time delivery including FAI and restoration of customer satisfaction

Led team of 40 employees for realignment of manufacturing and assembly processes, achieving output increase of 35%

Restructuring and professionalization of industrialization and production processes along value chain focusing on output increase and backlog reduction

Brownfield approach capacity increase of sheet metal processing and welding - punching-bending and welding center

Outsourcing of high runner product group - from sourcing to product line

Management span 135 employees, 5 department managers, revenue 28 million €/year

Introduction of one piece flow production system

Project management brownfield approach forming technology for joint bearings production

Achieved output increase of rod end production by 135% in four months and reduction of employees by 25% in production cell as cost down project

Created transparency and operational effectiveness in operations through implementation of shopfloor management SQCDP

Management and realignment of Grenchen plant focusing on flow-oriented production as value stream unit

Output increase of operating units by 35% through implementation of operational excellence programs in shopfloor, linked with reduction of throughput times from 34 to 6 days including supply chain

Management span 180 employees, 8 department managers, revenue 50 million EUR/year

Achievements:

• Led site to profitability - result improvement by 7 million EUR in 2016 based on numerous cost down projects
• Successful industrialization of BMW sliding stone for variable camshaft control and ramp-up of production line with associated powder press
• Implementation of material cost savings of 11% (technology and quantities) and raw material of 9% (inventory, standardization and scrap)
• Adjustment of production footprint with German sister plant focusing on operational excellence

Operational management of maintenance at Schweinfurt and Elfershausen sites

Reduction of throughput times of operational units by 17% with simultaneously increasing production performance through use of lean management

Establishment of planning and control department for revisions at site

Partial project management production footprint focusing on technology & relocation

Management span 270 employees, 5 department managers, budget 45 million EUR/year

Achievements:

• Development and establishment of lean management team at Schweinfurt site for alignment of organization to value stream
• Adaptation of organization to customer tact through decentralized operational units in context of planned revenue growth

Project manager for investments and revisions in production environment

Product and process development of copper collectors for electrical machines and their industrialization (Continuous Forming Process)

SAP rollout in operations at Stolberg site

Project management for industrialization and cost-down projects

Project management for revisions with internal and external partners

Final assembly of PVD/CVD systems