Project Manager, Green Steel

FRT relocated and significantly expanded the production and assembly of surface measuring devices from Bergisch Gladbach to Rösrath. I led the project for all activities, from layout creation to planning, procurement, and implementation.

• Utility supply / piping (compressed air, cooling water, vacuum, electrical installation)
• Procurement of cleanrooms and a temporary cleanroom tent
• Reporting to management
• Developed layout
• Relocation planning
• Budget planning and monitoring
• Project plan in MS Project
• Coordination with structural engineers and architects, as an office building was constructed
• Created various requirement specifications
• Negotiations with suppliers
• Acceptance of all trades

Voestalpine works on forming tubes from both aluminum and steel for the automotive industry.

• Product development from the concept phase to technical implementation/series production
• Review and approval of requirement specifications
• Special machine construction for production lines
• Clients: Tesla, Bilstein, and BMW
• Production management
• Created schedules in MS Project and Excel
• Maturity level tracking
• Cost tracking and budget creation

Hitachi-ABB manufactures gas-insulated switchgear. My task here was to plan and execute the move from Hanau to Karlstein. In Karlstein, a logistics hall was rented and converted into a 4,500 m² production facility. I was responsible for project management for the conversion and move.

• Utility supply / piping (compressed air, air conditioning)
• Plant construction (switchgear test stands, high-current test facility, crane systems)
• Reporting to management
• Developed layout
• Move planning
• Budget planning and monitoring
• Scheduling
• Knowledge of HOAI phases 2 - 8
• Coordination of specialist planners
• Production relocation
• Created various requirement and specification documents
• Selected installation and specialist companies
• Negotiated with suppliers and landlord

Heraeus operates in precious metals trading and processing. As part of the expansion measure "Vision 2020", various business units were acquired or sold. My task was to plan and execute the necessary move. In Alzenau, a completely new 10,000 m² hall was built and the new production was set up; I was the sole project manager. Additionally, the sensor technology area was expanded, where I was significantly involved in planning and implementation.

• Plant construction (target production, casting equipment, melting furnaces, bonding)
• Piping / utility supply (closed cooling circuit with emergency cooling, compressed air, gas lines)
• Reporting to management
• Construction supervision (spatial modifications, factory hall construction)
• Knowledge of HOAI phases 2 - 8
• Developed layout
• Move planning
• Budget planning and monitoring
• Budget application
• Scheduling
• Conveyor technology
• Coordination of specialist planners
• Production relocation
• Created various requirement and specification documents
• Selected installation and specialist companies
• Negotiated with suppliers

Richard Fritz specializes in plastic overmolding (TPE) of glass panes for the automotive industry.

• Product development from concept phase to technical implementation/series production
• Reviewed and approved requirement and specification documents
• Volkswagen as a customer
• Created schedules using MS Project and Excel
• Monitored maturity levels
• Approved drawings
• Tracked costs
• Customer relationship management (Volkswagen, Seat, Skoda)
• Developed tooling and measurement concepts

Design of an anthracite annealing furnace.

• Created CAD drawings
• Oversaw construction for spatial modifications
• Developed budget plan
• Obtained quotes
• Held meetings with suppliers for contract awards, including price negotiations

Cargill operates an oil mill in Salzgitter, pressing oil from rapeseed. The entire mill was expanded from 1,400 tons/day to 2,000 tons/day. Role: Project Manager for the extraction expansion. The challenge: all modification work had to be completed within 6 weeks, as the new rapeseed harvest arrives in early July. The project team had about 200 people. Total investment approx. 30 million dollars.

• Prepared requirement specifications and selected suppliers
• Purchased various capital equipment
• Placed orders with suppliers and service providers
• Conducted purchasing negotiations
• Processed order confirmations and invoices
• Handled hazardous materials and explosion protection (hexane)
• Managed schedules and ensured compliance
• Managed all utilities (gas, water, electricity, and compressed air)
• Ensured compliance with safety regulations in explosion-proof areas
• Piping installation, working with process flow diagrams and P&I schematics
• Site supervision
• Site logistics
• Relocation of existing operating equipment
• Conveyor technology
• Logistics
• Worked with process flow diagrams and P&I schematics

The production area for track superstructure was sold to Vossloh. As a result, the existing operating equipment had to be relocated to a newly built hall. In addition, the existing equipment was supplemented. Cost-conscious work was the focus.

• Cost responsibility
• Purchase of new presses, extruders and tempering ovens
• Ordering from suppliers or service providers
• Purchasing negotiations
• Processing of order confirmations and invoices
• Complete supply (gas, water, electricity and compressed air)
• Relocation of existing equipment, including a complex Zumtobel robot system
• Federal Immission Control Act (BImSchG) including building permit application
• Creation of a hazard analysis
• Obtaining permits (operating license)
• Logistics
• Keeping production downtime low during relocations
• Quality assurance

Furthermore, my responsibilities included relocating several production resources to subsidiaries abroad (Czech Republic and Slovakia), including a complete extrusion line and several presses. A bankrupt company was acquired and five extrusion lines were relocated to subsidiary companies.

Construction of a mixing line (total cost €3.7 million) for the production of a rubber intermediate product. Leadership & coordination of the construction of a production plant (mixer, 3 calenders, strainer, blanket cooling system, weighing system). Expansion of the silo system & control of the entire plant using Siemens S7. The mixer was lowered into the hall through the roof using a crawler crane. Roof structures were necessary because the hall height was too low.

• Supplier management
• Scheduling & control
• Creating specifications, orders, supplier selection
• Ordering from suppliers or service providers
• Purchasing negotiations
• Cost control
• Processing of order confirmations and invoices
• Complete documentation, drawing management, drawing modifications using AutoCAD
• Construction supervision
• Obtaining all permits (building permit & emission assessment according to BImSchG)
• Ordering and commissioning of hydraulic presses
• Instrumentation and control technology was also included.

• Approval process for a CHP plant under BImSchG
• Support for integration of a quality management system according to ISO 9000ff.