Franz Hornung
Director Plant Management with full ramp-up and relocation responsibility
Experience
Director Plant Management with full ramp-up and relocation responsibility
- Ramp-up management for production and logistics at a new location in Austria (medical devices for the dental industry)
- Project management to combine three locations into one new building
- Time and cost tracking for the new building
- Production and logistics processes using a greenfield approach based on a value stream analysis
- Approach to ramp up production with fully designed shop floor layout
- Temporary team lead of up to 60 people
Director Logistics and Project Management for warehouse relocation
Solarwatt
- Team lead of approximately 35 people in the logistics department
- Organizational restructuring in logistics and dispatch
- Project leader for a new central warehouse to consolidate eight external warehouses in one new location
- Process optimization in warehouse, goods receipt and order management
- Introduction of a KPI system for regular performance tracking
- Establishment of capacity planning and calculation in logistics processes and balancing workload to planned capacity demand
Interim Plant Management and Project Management for restructuring
Exide
- Interim and restructuring project at an industrial battery supplier
- Analysis of the existing organization and redesign of the structure
- Capacity planning based on new time calculations
- Implementation of flexible weekly capacity demand
- Tracking of weekly CIP projects
- Team lead of approximately 105 people
Project Management for supply chain design for two European suppliers for BMW (US) and BMW (Mex)
- Process design analysis of order management
- Value stream design for deliveries from Germany and Poland to the USA with combined freight processes (truck/sea/train)
- Project management to build a US distribution hub near the final customer
- Ramp-up OPR method for customs-optimized import to the USA
IM Operations Management at a supplier for offshore heating systems
- Redesign of material flow and order management
- Definition of order book clusters as a prerequisite for establishing standards in order management
- Team lead of 230 operators in 5 different departments
- Process design analysis of order management
Plant management at a supplier of filter systems in Switzerland
- Optimization of organisation
- Project lead for relocation to a new site in Kanton St. Gallen
- New layout and material flow
- Support to establish shorter Q-circles for better failure analysis
- Several CIP workshops to increase productivity
- Implementation of a bonus wage model
- Team lead of approx. 30 persons
Operation and logistic management at a supplier of electronic devise for machining industry (ATM)
- Foot print analysis of existing structure
- Relocation of some production processes to sites
- Recalculation of order lead time
- Establish of a defined stock of semi finished products
- Optimization of organisation
- New layout and material flow for German site at Hockenheim
- Team lead of approx. 45 persons
IM Management for Production, Supply Chain and Planning at a new production site
IFM Automotive
- Design of the new production and logistic processes for the new plant
- Support to get DIN ISO 16949 audit for the new site
- Support for IT/ERP switch from BAAN to SAP
- Relocation planning and execution of relocation
Partner
IFAO AG
- Business plan analysis and restructuring of a small-batch manufacturing operation for transmission components
- P&L analyses and action plan for optimizing processes, organization and operating results in several series production companies
- Installation and application of a scanning tool for the evaluation of project management and R&D processes (“Lean Product Development Process”)
- Development and application of a maturity evaluation system for analysing the PDP of series suppliers
- Redesigning a supply chain system for outdoor products
- Analysing inbound processes to determine default risks due to quality or system weaknesses
- Preparation and implementation of a workshop concept for an international manufacturer of outdoor products
- Production planning adjustment to meet the requirements of sequence delivery for a supplier of insulation and lining components to the automotive industry
- Managing headcount reduction projects for series and small series products (solenoid valves, shop-floor visualization systems, door systems for rail vehicles)
- SCM inbound for the range of parts of an OEM component factory
- Implementation of shop-floor methods such as goal visualization, Kamishibi, operative levelling, waste-walk workshops, PDCA integrated management systems and introduction of 5S standards
Partner
CONMOTO Consulting Group
- Implementation of a product cost reduction program for a component supplier to the rail vehicle industry
- Interim production management for a component supplier to the automotive transmission manufacturing industry
- Logistics and production system planning for a new product line at a component production unit for the commercial vehicle industry
- Detailed planning for sequence delivery of vehicle axle systems to an OEM factory
- Benchmarking of delivery variants depending on range and type of parts
- Value stream analysis and design projects
- Re-engineering of PEP and project management processes for a component supplier to the rail industry
- Evaluation of location and segmentation for a manufacturer of components for electric motors
- Improvement of results and strategic reorientation for a tool manufacturer
- Introduction of kanban automatic feedback systems for a component supplier to the automotive industry
- Development of a traceability concept in connection with kanban processes
- Project management of restructuring and reorganization, followed by interim management, for a safe manufacturer in the Czech Republic
Segment and Production Management, Valve Section
Alfmeier Präzision GmbH
- Overall responsibility for a production area with injection moulding, assembly and test facility
- Responsibility for job planning, program planning, scheduling, manufacturing control and QA
- Implementing a number of relocations to the Czech Republic
- Integration of QA planning into the segment organization
- Introduction of CIP and employee suggestion system
- Introduction of various shop-floor management tools
- Introduction of kanban (internal and to suppliers)
- Introduction of operative fault analysis methods (Shainin)
- Setting up a TPM database
- Setting up a waste walk concept
- Introduction of a qualification and assignment matrix
Manager, Logistics
Alfmeier Präzision GmbH
- Implementation and launch of a new automated high rack warehousing system including warehousing software
- Power of attorney from 1 January 1992
- Installation of a logistics system at the new Rottenburg branch
- Project managing the start-up of the Audi A8 tank JIS delivery process for the EDL Center in Neckarsulm
- Development of a logistics performance measurement system
- Implementation of cost and inventory reduction measures
- Production transfer from in-house to outsourcing within 4 weeks
- Changeover to a new MRP system (FORS)
Assistant Manager Logistics
AUDI AG
- Optimization of the logistics performance measurement system
- Coordination of GVZ project planning
Production Scheduler – Assembly Scheduling
AUDI AG
- Revision of A6 production plans to ensure product design is suitable for production
Trainee
AUDI AG
- Training in all major business segments of AUDI AG
Industries Experience
See where this freelancer has spent most of their professional time. Longer bars indicate deeper hands-on experience, while shorter ones reflect targeted or project-based work.
Experienced in Automotive (31 years), Manufacturing (21 years), Energy (3 years), and Healthcare (2 years).
Business Areas Experience
The graph below provides a cumulative view of the freelancer's experience across multiple business areas, calculated from completed and active engagements. It highlights the areas where the freelancer has most frequently contributed to planning, execution, and delivery of business outcomes.
Experienced in Project Management (22 years), Logistics (21.5 years), Operations (21 years), Quality Assurance (19 years), Production (18 years), and Supply Chain Management (13.5 years).
Summary
- Highly competent and versatile skills in plant management, production and logistics
- Solid project management, general management and consultancy experience
- Hands-on attitude with rapid implementation approach
- Expert in international company ramp-up execution and plant relocations
- Extensive experience in integration and crisis management, personnel reduction, social compensation plans / reconciliation of interests
- Excellent lean tools, supply chain management, CIP, value analysis/engineering and turnaround and restructuring skills
- Working knowledge of industrial law, due diligence, Far East sourcing
- Experience in securing private equity and venture capital
- Process and hands-on experience in refrigeration technology and heat storage construction
Skills
Interim Management For Relocation Of Production Capacities
2024 Relocation Of Some Product Lines (Valve Components In The Nuclear Industry) To Another Site Within The Group
2023 Relocation Of Three “Old” Production Sites To One New Greenfield (Build-to-suit) Site In Vorarlberg (Austria)
2022 Relocation And Consolidation Of The Complete Inbound, Outbound And Intralogistics Processes
2018 Relocation Of Wheel Assembly (Car T1) From Poland And Germany To South Carolina, Usa
2016 Internal Relocation Project To A New Site For Filter Systems In Switzerland
2014 Footprint Optimization Of Three Production Sites Followed By Several Relocations Of Product Groups Within The Group
2013 Relocation Of An Automotive Business Unit To A New Production Site (Ifm)
1999 Project Management Of Audi Fuel Tank Relocation From Audi Coupe To Supplier Alfmeier
Financial And Technical Validation Of The Existing Concept
In All Relocation Projects (Excerpt Above) A Financial And Technical Validation Was Prepared In Advance To Enable A Clear Decision For The Top Management Team
The Technical Validation In Most Cases Was Based On A Detailed Value Stream Analysis
Supporting The Determination Of Investment Requirements
In All Relocation Projects, Cost Tracking (With Monthly Review) Accompanied The Actual Cost And Investment Situation Against The Budget Plan
Review Of Production And Capacity Planning
2023 Executed In A Project At Amann Girrbach
2022 Capacity Planning Of A New Logistics And Dispatch Center
2018 Production Planning Options For Final Wheel Production In South Carolina
2014 Several Capacity Calculations With Different Production Site Options (Car Supplier)
Production And Layout Planning
2023 Value Stream Planning, Site Planning And Greenfield Layout Planning
2022 Value Stream For Logistics Inbound And Outbound Processes (Before And After)
2014 Multi-site Planning And Footprint Planning (What Is The Best Option)
Creation And Execution Of Production Transfer And Logistics Planning
2024 Product Line Transfer (Internal “Shuffle”)
2024 Final Production And Administration Transfer
2022 Project Management For All Steps Of The Relocation Process
2013 Project Management Of Relocation To A New Site Followed By Ramp-up And Go-live Responsibility For Sap On The New Site
Testing Of Pilot Production To Obtain The Necessary Customer Validations
2023 Stepwise Relocation Of One-third Of Capacities To The New Location, Followed By Legal And Customer Validation; After Approval, Rollout And Relocation Of The Remaining Capacity
Supporting The Ramp-up Of The Relocated Products
The Ramp-up Of The Relocated Products/capacities Was A Core Part Of Each Project And A Main Step In All Projects
Deep Knowledge In Logistics
More Than 25 Years In Logistics Projects And Operational Management Roles
Experience In Relocation Projects
In Total, More Than 15 Relocation And Footprint Projects In Europe, Asia And The Usa
Planning And Design Of Production Facilities
Greenfield Planning Projects
Brownfield Planning Projects
Steps And Tools: Value Stream Design; Interface Matrix And Evaluation; Block Diagrams; Workcell Balancing And Detailed Machining Layout
Supporting The Ramp-up Of Relocated Products
The Ramp-up Of The Relocated Products/capacities Was A Core Part Of Each Project And A Main Step In All Projects
Deep Knowledge In Production And Capacity Planning
Value Stream Planning
Pfep Application (Plan For Every Part Design) To Achieve Capacity-balanced Processes
Application Of Lean Management Tools To Design New Material Flow And Layout, Among Others
Project Management Skills:
Communication With Management As Well As Other Government Agencies Or Involved Companies
Schedule And Budget Controlling
Progress Documentation And “Proactive” Risk Assessment
Hands-on Mentality For Quick Decision-making
It: Ms Office, Sap R3 Mm, Pp, Autocad, Narrow Construction Unit And Tool Calculation, Mrp Fors, Lexware Products, Value Stream Products
Languages
Education
Technical University of Munich
Diploma in Engineering, Mechanical Engineering, Finishing Techniques · Mechanical Engineering · Munich, Germany · 1.8
Certifications & licenses
KFW Advisor (cert.) for Energy Efficiency in Industry
Profile
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