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
• Optimization of material availability and delivery dates.
• 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.

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 strategic production concept, develop production processes for assemblies and prepare orders.

• Transfer customer specifications to production processes.
• Estimate tooling, equipment investment, manufacturing costs and technology.
• Define a strategic concept for production equipment and sourcing strategy.
• Source customized equipment from requirements to supplier recommendation.
• Align the 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 investment and manufacturing costs for assemblies and technology.
• Define a strategic concept for production equipment and sourcing.
• 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: Remove the capacity bottleneck in the part cleaning process.

• Define the process requirements for the different products.
• Describe the product’s technical requirements.
• Increase capacity through process optimization.
• Define make-or-buy decisions. Consider investment, logistics concept, inventory, and manufacturing costs.
• Recommend and implement the make-or-buy strategy.
• Optimize production, lot sizes, and inventory; source additional equipment and outsource extra production capacity.

Manufacturing/production layout planning for a flexible and scalable greenfield production system.

• Define general conditions and project goals together with the Institute for Factory Planning in Hanover (IFA).
• Describe the current plant situation, identify potential through simulation studies, integrate findings into the project, and define improvement steps.
• Outline targets and influencing factors for the simulation model; evaluate the results.
• Determine production needs and assess technical requirements.

Industrialization of the EGR production line and increased automation of production.

• Source custom equipment.
• Monitor the project, approve equipment from the supplier, and handle final release on the shop floor.
• Boost production capacity and automation level (reduce manufacturing costs, cut cycle time from 40 to 6 minutes, achieve a two-year competitive advantage).

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 %.