Kay (Peter) Lorenz
Managing Partner
Experience
Jan 2020 - Present
4 years 7 monthsManaging Partner
LK17® GmbH
- Transformation of a DAX group cross-functional unit (45 employees) through an intensive initial rollout and use of the six most urgent out of ten Lean Management disciplines to achieve market-compliant profitability and avoid outsourcing the service; goal achieved.
- Analysis of the process organization in the central area of one of Germany’s top 5 food producers. Training and implementation of efficiency measures across 4 shifts, reducing temporary staff by 25%, increasing output and boosting employee satisfaction.
- Analysis, design and implementation of a Lean approach on "burned ground" to revitalize the process organization by better communicating the need and benefits of a Lean setup, including related skills training and application.
- Lean (crisis) management within the project management team of a manufacturing firm with 350 employees under international post-merger conditions and ongoing liquidity challenges.
- Support for the internal change process of a manufacturing company with 250 employees facing shrinking markets and internal demographic challenges.
- Design and implementation of a "Train the Trainer" approach to boost efficiency by scaling internal and external Lean know-how and its practical use; to date, over 300 training sessions delivered.
- Root cause analysis of inefficiencies in the process organization of a cross-functional unit and derivation of countermeasures to stop growing isolation/bypass use and restore value to the function.
- Development of leaders (CEOs, plant managers, department heads, team leaders) to systematically increase efficiency in designing and executing change initiatives in their areas.
- Expansion and strengthening of existing Lean knowledge and structures after initial successes through sparring and analysis, so that even more change-resistant areas/stakeholders embraced modern efficiency gains for the company’s benefit.
Jan 2014 - Dec 2020
7 yearsHead of Technical Group Procurement
Innogy SE
Secured the future viability of an M-DAX purchasing organization (75 employees) through targeted organizational development/transformation. Achieved the highest Lean Management certification in the group, won the Oliver Wyman benchmark, Best in Class & 1st quartile in the BME benchmark. Even in the worst year, ROI was 2.
Jan 2011 - Dec 2014
2 yearsHead of Corporate Fleet Management
RWE AG
Jan 2009 - Dec 2011
3 yearsManaging Consultant
RWE Consulting GmbH
Jan 2007 - Dec 2009
2 yearsSenior Consultant
Capgemini Consulting GmbH
Jan 2002 - Dec 2006
5 yearsProject & Launch Manager
Continental AG
For a top 5 automaker in 8 countries (approx. 1,300 employees per site), successfully implemented process improvements in planning, logistics, and production to ensure supply security, reduce scrap costs, avoid penalties and recalls, and develop local teams.
Summary
- By conviction: Lean Management is like the Fosbury Flop in high jump: that’s the only way to win.
- Core topic 1: Increasing the efficiency of business processes and leaders; Lean Management
- Core topic 2: Increasing the efficiency of production processes and skilled workers; Operational Excellence
- Occasions: Quick Check, analysis, concept, implementation, sparring, training, crisis management
- Industries: Lean Mgmt.: all industries | Operational Excellence especially: energy, automotive, food, machinery & plant engineering, consumer goods
Languages
German
Native
English
Advanced
French
Elementary
Malay
Elementary
Spanish
Elementary
Education
TU Clausthal
Dipl.-Ing. · Process Engineering · Germany
Certifications & licenses
Oliver Wyman Benchmark ULC 1st Place
Nwow Academy Silver
Fortlife
Nwow Academy Bronze
Fortlife
Scrum Master
Senior Lean Manager
Six Sigma Black Belt
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