Hans-Dieter Vetter

• Process optimization (adjustment and new implementation of operational processes in the plants)
• Co-led workshops with the management team to develop and implement corporate strategies for sustainably securing and increasing the company's competitiveness
• Warehouse and logistics overhaul (analysis and optimization of existing warehouse and logistics processes, supporting and ensuring seamless implementation of new warehouse and logistics processes)
• Designing and supporting change processes, for example during transformation and restructuring (setting up production planning and quality assurance)
• Shopfloor improvement including identifying improvement potentials, developing measures to increase efficiency and optimize workflows, as well as supporting and tracking the implemented improvements
• Managing two plants and supporting the stabilization of leadership teams in three plants, including measures to stabilize operations and leadership culture with development of managers and employees, promoting a performance-oriented corporate culture (e.g., working with KPIs and regular briefings and discussions with staff)

Result: optimized operational processes in the plants, reducing lead times by up to 30% and increasing delivery reliability to at least 95% (up from 78%). Stabilized and optimized operations (including leadership culture) through measures such as adjusting and reimplementing work and logistics processes, boosting performance through KPI usage, and regular employee communication, resulting in a significant reduction in machine and staff downtime of up to 15% and a minimum efficiency increase of 20%.

• Responsible for production (firing operations, laser, plasma, oxyfuel, bending area, MAG and TIG welding, machining, surface treatment: blasting and wet painting), logistics/shipping, production planning and control, and maintenance
• Budget, personnel, and investment planning
• Schedule and cost controlling, "management by KPIs"
• Continuous analysis and optimization of all processes and costs, lean management
• Personnel development, including introduction to multi-machine operation

Reference projects:

• Evaluation and implementation of new technologies and production methods
• Rationalization projects: order picking for welding, milk run, multi-machine operation, use of cobots
• Outsourcing of laser and bending area to a sister company

Result: increased production output by at least 20%, efficiency by 17%, and employee flexibility.

• Responsible for production, production control and planning, procurement, operations, shipping, and vocational and dual education in two plants (Korntal-Münchingen and Nördlingen)
• Developing and implementing strategies at the executive level
• Implementing standards in production operations (work sequences, organized workstations, labeling of equipment, SOS) and leading by example
• Monitoring through KPIs (productivity, lead time, quality) and visualizing results in daily team meetings
• Introducing and managing a flexible shift system (1–3 shifts)
• Conducting sample inventories
• Responsible for budget and forecast as well as planning and implementing total investments of approx. €1 million
• Continuous process optimization, lean management, Kaizen/CIP/PDCA
• Collaboration with sister companies in the Netherlands, France, and Germany

Reference projects:

• Project and plant management at Jebens site 2 Nördlingen for extra-large welded components (budget approx. €0.5 million)
• Project management for process optimization across all areas
• Introduction of TOC (Theory of Constraints) (budget approx. €0.2 million)

Result: transformed from a steel trader into a high-profit supplier with deep manufacturing, increased production output by 15%, efficiency by approx. 20%, expanded the components business unit for large components over 160 t, and secured premium supplier status with Liebherr, Schuler, and Trumpf.

• Responsible for the press shop (mechanical, hydraulic, and eccentric presses), heat treatment, machining (turning, milling, grinding), toolmaking, maintenance, final inspection, packaging, warehousing, and internal transport
• Budget, personnel, and investment planning
• Schedule and cost controlling
• Continuous process optimization, lean management
• Personnel development
• Implementation and compliance with TS 16949 and ISO 14001, reducing electricity and gas consumption by 25%

Reference projects:

• Production line for pressing and processing pump housings and automotive components in semi- and fully automated processes
• Introduction of new technologies – ECM deburring of pistons (budget approx. €0.3M)
• Initiating and leading projects for sustainable improvement of systems and process parameters

Result: Production output increased by 25%, efficiency improved by about 60%, expansion and securing of the business unit for automated high-volume series in the automotive industry.

• Collaboration and leadership of project teams at the client site
• Planning of project areas, including creating overall layouts and action catalogs
• Investment assessment, creation of resource requirement and scheduling plans, and tracking their implementation
• Development of logistics and transition concepts

Reference projects:

• Test area for Mercedes S-Class at the Sindelfingen plant
• Logistics area for BMW Wackersdorf near Regensburg

Result: Successful planning and setup of the Mercedes S-Class test area and the BMW Wackersdorf logistics area.

• Developed the group work concept in coordination with management and the works council
• Selected and guided the operators
• Coordinated and delivered training programs and events