DIRECTOR OPERATIONS (EXPERT FOR PROCESS DEVELOPMENT, SOURCING, OPTIMIZATION AND RELOCATION OF PRODUCTION / PLANTS

Relocation of an entire production site from Germany to the Czech Republic, including successful technical realization until handover and production start-up on site.

• Planning and implementation of the site closure in Germany including socially responsible staff reductions.
• Consideration of the different operating procedures DE/CZ (Operational Setup).
• Integration/customization of different ERP and PDM systems.
• Ensuring product quality, delivery reliability and know-how transfer.
• Relocation of 4 products (1 new start-up) including the associated spare parts.
• Relocation of spare parts for non-transferred products (2,800 items).
• Optimization of material availability and delivery dates.
• Project result: budget -7%, payback (amortization) -13%, scrapping DE -28%.
• Project now serves as a benchmark for future relocations at ASSA ABLOY.

Strategic Footprint project: Relocation of production from Vietnam to Hungary. Relocation of Aluminium profile production to Hungary plant, inhouse production for all EU plants.

• Requirements for disassembly and assembly equipment, defining and order transportation topics.
• Disassembly Equipment, Transport of 42 container (40 feet) to Hungary.
• Prepare infrastructue (gas, electricity, building, etc.) and assembly equipment in Hungary.
• Qualification of worker and validation of 128 new extrusion toolings.
• Consider local reqirements / laws (e.g. CE conformity).
• Technical release of total equipment, handover to series production.
• Details of equipment: total length 140 m, output 10.000 to p.a., total investment 18 Mio. EUR, saving 3,6 Mio. EUR p.a.

Strategic process development: Increase automatization level due to implementation of robots and cobots.

• Replace of manual process with full automated robot solutions (11 customized equipments, cost reduction 1,8 Mio. EUR p.a., increasing quality 20-25%).
• Develop of pilot applications for handling and packaging with robots, weldind and riveting with cobots.
• Rollout of pilot applications in further 3 plants (EMEA) as a standard application (lesson learned).

Sourcing of global production equipment: Develop a strategic production concept, develop production processes for assemblies and prepare orders.

• Transfer customer specifications to production processes.
• Estimate tooling, equipment investments and manufacturing costs and technology.
• Define a strategic concept for production equipment and sourcing strategy.
• Source customized equipment from requirements to supplier recommendation.
• Align strategy with global production plants.

Sourcing of global production equipment: Develop strategic production processes and production lines. Source customized equipment.

• Transfer customer specifications to production processes.
• Estimate tooling, equipment investments and manufacturing costs for assemblies and technology.
• Define a strategic concept for production equipment and sourcing strategy.
• Source customized equipment from requirements to installation and release in the production plant.
• Set up customized equipment, optimize production processes and oversee pre-series production.

Make or Buy: Eliminate bottleneck procuction capacity of the part cleaning process.

• Define the process requirements for the different products.
• Description of the technical requirements of the product.
• Increase the capacity regarding process optimization.
• Define make or buy decisions. Consider investment, logistic concept, inventory und manufacturing costs.
• Reccomendation and realization make or buy strategy.
• Optimization of production, optimization of lot size and inventory, sourcing additional equipment and outsourcing additional production capacity.

Manufacturing / production layout planning for a changeable and scaleable production system (green field).

• Define gerneral conditions and project targets together with the institute for factory planing in Hannover (IFA).
• Describe of the today situation of the plant, realize the the potentials simulation issue, part of the project and define improvement steps.
• Display targets and influencing factors for the simulation model and evaluation of the results.
• Define the needs for the production and evaluate the technical requirements.

Industrialization of the AGR production line and increase the automation level of the production.

• Sourcing customized equipment.
• Monitoring project, realease (supplier side) and final release (shop floor) of equipment.
• Increase the production capacity and increase the automatisation level (reduction manufacturing costs, cycle time 40 -> 6 minutes, competitor advantage 2 years).

Relocation of the childseat production from Germany to Malaysia.

• Documentation of the production documents.
• Description of the process input and process limits.
• Training and qualification of Malaysia employees in Germany.
• Restart the production equipment in Malaysia and considering cost and timing targets.
• Training of the employees in Malaysia and release of production.
• Payback <1 year, reduction manufacturing costs - 30 %.