Michael Kunisch

Freelance Project Lead (Area: IT & Organization)

Blaichach, Germany

Experience

Sep 2024 - Mar 2025
7 months

Freelance Project Lead (Area: IT & Organization)

Tepo – Gebäudedienste GmbH

Optimization of office organization and IT infrastructure:

  • Replacement and renewal of existing client PCs with upgrade to Windows 11 – mobile workstations with laptops and docking stations
  • Introduction of Office 365 with use of OneDrive
  • Introduction of e-invoicing with DATEV accounting software
  • Revision of standard applications used in daily office operations
  • Data storage in SharePoint instead of local data storage
  • New permission structure for users
  • Use of Microsoft accounts for profile synchronization
  • Reorganization of document scanning process with data storage in SharePoint
  • New data backup concept in addition to the Microsoft Cloud solution
  • Introduction of new data structures: revision and separation of existing data into active, inactive, private, business
  • Simplification of processes
  • Increased data security, improved security
  • Permanent data availability at all internal and external workstations
Jan 2024 - Apr 2025
1 year 4 months
Füssen, Germany

Freelance Project Lead (Area: Controlling & Logistics)

PMG GmbH

Project B: Sales, logistics, production planning and procurement with SAP R/3:

  • Controlling of production relocation to Romania
  • Contribution margin calculations at component level as part of the relocation to the production site in Romania
  • 2024 budget planning – material usage, capacities, inventory valuation, personnel planning
  • From January 2024 responsible in Füssen for logistics, procurement, production control and planning
  • Optimization of SAP for production planning in Romania
  • Coordination of sales processing and deliveries from Füssen
Sep 2023 - Dec 2023
4 months
Füssen, Germany

Freelance Project Lead (Area: Controlling & Logistics)

PMG GmbH

Project A: Sales and production controlling in connection with SAP R/3:

  • Creation of data exports from SAP functions
  • Data exports and integration of EDI calls into contribution margin calculations
  • Standardization, optimization and automation of existing controlling reports
  • Automation of presentations for monthly reports
Feb 2023 - Sep 2024
1 year 8 months
Hawangen, Germany

Freelance Project Lead (Area: Logistics & Production)

Robert Plersch Edelstahl GmbH

Project A: Installation of a new product line (Duration Feb. 2023 – Jan. 2024):

  • Project setup for production, logistics, organization, controlling
  • Concept for the packaging of these products
  • Creation of capacity planning, determination of personnel requirements for the project
  • Improvement and simplification of processes for this new product line during pilot production

Project B: Installation of OEE process for the standard business process in connection with AP+ (Duration Jul. 2023 – Sep. 2024):

  • Coordination of capacities and order planning in the overall process
  • Comparison of target vs. actual times in production and identification of potential optimizations
  • Improvement and simplification of processes in organization, software and production
  • Alignment of existing key figures in the AP+ ERP system
  • Installation of AI dashboards in AP+ for Shopfloor Management (SFM)
Jan 2022 - Present
2 years 7 months
Blaichach, Germany

Project Manager and Interim Manager

Ingenieurbüro Kunisch

  • Interim management services, project management, consulting, coordination, implementation
  • Target group: medium-sized businesses
  • Areas: IT, organization, production, logistics, controlling, work preparation, procurement

Since 2023 self-employed consultant and interim manager specializing in the planning and implementation of improvement projects in medium-sized industrial companies.

Jan 2022 - Jun 2023
6 months
Weißenhorn, Germany

Freelance Project Lead (Area: IT & Organization)

Claus Oehme Büro für Allfinanz DVAG

Optimization of office organization and IT infrastructure:

  • Replacement and renewal of existing client PCs with upgrade to Windows 11
  • Mobile workstations with laptops and docking stations
  • Introduction of Office 365 and integration with the DVAG system
  • Revision of standard applications used in daily office operations
  • Data storage in SharePoint instead of local NAS, enabling use in home office
  • New permission structure for users
  • Use of Microsoft accounts for profile synchronization
  • Reorganization of document scanning process with data storage in SharePoint
  • New data backup concept in addition to the Microsoft Cloud solution
  • Introduction of new data structures: revision and separation of existing data into active, inactive, private, business
  • Simplification of processes
  • Increased data security, improved security
  • Permanent data availability at all internal and external workstations
Jan 2016 - Dec 2022
6 years
Nesselwang, Germany

Head of Stamping & IT Department

Klaus Baier GmbH & Co. KG

Product area: manufacturing and distribution of stamped parts, formed parts and toolmaking. Industry: automotive, mechanical engineering, environmental technology, white goods. Sales: approx. €20 M. Areas of responsibility: work preparation, production, procurement, logistics, maintenance, IT.

Projects and content:

  • Project 26: IT / Production (2017–2018)
  • Update of server structure, clients, mail & network
  • Sales & capacity planning for stamping department
  • Reduction of overtime in production
  • Project 27: Production (2018–2020)
  • Bottleneck control in production
  • Introduction of lean management in stamping department
  • Introduction of monthly inventories with valuation
  • Installation of KPIs in production
  • Reduction of production costs in stamping department
  • Project 28: IT / Production (2020–2021)
  • Installation of KANBAN inventory at Nesselwang site
  • Introduction of AP+ ERP system with digitization
  • Reduction of inventory of these products
Jan 1992 - Dec 2016
24 years
Immenstadt, Germany

Manager in Various Leadership Positions

Kunert AG and its Subsidiaries

Product areas: manufacturing and distribution of legwear for women and men, outerwear. Industry: textile. Sales in 1993: approx. €300 M. Areas of responsibility: work preparation, logistics, production, IT, customs, controlling.

  • Comprehensive interdisciplinary expertise
  • Skilled in leadership and motivation
  • Quick comprehension and strong customer focus
  • Entrepreneurial thinking and action
  • High social competence and integrity
  • Creative engineer focused on processes and process costs
  • Experienced and successful in project management for IT, logistics and production

Excerpt from projects as executive, project manager or key user:

  • Project 1: Implementation of planning system (1994–1995)
  • Monthly planning with quantities and values at item and group level
  • Forecast calculations for standard items based on historical data
  • Forecasting of fashion items based on historical data
  • Improvement of planning variances
  • Reduction of processing time
  • Project 2: Implementation of sales planning system (1996)
  • Determination of primary requirements considering stock, safety stock and planning data, production orders
  • Reduction of inventory, improvement of delivery
  • Project 3: Implementation of capacity calculation (1997–1998)
  • Introduction of capacity groups on bottleneck operations at four production sites for the Kunert, Hudson, Burlington brands
  • Reduction of idle costs
  • Increase of delivery reliability of plants
  • Project 4: Internet (1998)
  • Preparation and implementation of Kunert AG’s internet presence
  • Design of a web shop with inventory integration for Kunert Fashion GmbH
  • Digitization of Kunert AG’s information system for shareholders
  • Increase of Kunert brand’s online presence
  • Project 5: ISO 9001 Certification (1997–1998)
  • Certification of Kunert Fashion GmbH according to ISO 9001 including creation of the QMB manual
  • Standardization of business processes and fulfillment of market certification requirements
  • Project 6: Logistics (1998)
  • Introduction of batch numbers in Kunert AG’s ERP system as a differentiating criterion in warehouse and production in addition to article ID
  • Reduction of packaging costs
  • Improvement of planning for price changes and packaging changes
  • Project 7: Field Service Software Control (1998–1999)
  • Introduction of Lotus Notes as mail system with Gedys databases for field service order entry
  • Transmission of master data: customers, prices, items
  • Transmission of customer orders, sales and distribution data from history
  • Reduction of order processing times
  • Improved information system for field service
  • Project 8: Year 2000 Software (1999)
  • Preparation and verification of all systems, programs, applications for Y2K compliance or replacement/acquisition of suitable systems
  • Prevention of system failures at year change
  • Project 9: ERP System (1999–2000)
  • Introduction of Infor AS as ERP system at Stuttgart site
  • Replacement of legacy hardware & software with standard software
  • Project 10: ERP System (2000–2001)
  • Reengineering and introduction of Infor AS as ERP system at Immenstadt site
  • Introduction of standard software in the group
  • Reduction of software maintenance effort
  • Project 11: ERP System (2002)
  • Design/implementation of data warehouse for sales statistics
  • Reduction of paper consumption by discontinuing old statistical reports and central controlling of sales data
  • Project 12: Logistics (2003)
  • Design/implementation of relocation of logistics center from Mindelheim to Immenstadt
  • Reduction of logistics costs for these products
  • Project 13: Logistics (2004)
  • Design/implementation of relocation of Hudson logistics center to Immenstadt
  • Reduction of logistics costs for these products
  • Project 14: Controlling (2005)
  • Development of inventory reporting with a data warehouse
  • Design of MIS system for cost center controlling with connection to optical archive for document display
  • Reduction of inventory and central controlling of cost centers
  • Project 15: Logistics (2006)
  • Design/implementation of relocation of Burlington logistics center to Immenstadt
  • Reduction of logistics costs for the Burlington brand
  • Project 16: ERP System (2007)
  • Introduction of Infor AS as ERP system for Burlington
  • Relocation of Burlington site to Immenstadt
  • Reduction of administrative costs for the Burlington brand
  • Project 17: Production (2007)
  • Development of key performance indicators for production in Immenstadt and Morocco
  • Feedback and progress bookings of production orders by completion percentage and rescheduling of delivery date
  • Optimization of delivery reliability
  • Improvement of production costs
  • Project 18: Production (2006–2008)
  • Relocation of production from Hungary to Morocco
  • Reduction of production costs for these products
  • Establishment of joint venture in China (Qingdao) for 200 knitting machines with connection to Immenstadt production control (AS/400 I-Series)
  • Reduction of production costs for these products
  • Project 19: ERP System (2008)
  • Infor AS ERP release upgrade from version 1.2 to 2.2
  • Update of ERP system to current state
  • Activation of additional standard modules in Infor AS such as customs and address checks
  • Project 20: Production (2008)
  • Relocation of coarse knitting department in Germany to Morocco – 300 knitting machines
  • Connection to Immenstadt production control (AS/400 I-Series)
  • Reduction of production costs for these products
  • Project 21: Financial Accounting (2009)
  • Consolidation of 6 subsidiaries in MAS90 financial accounting and synchronization with Infor AS
  • Alignment of cost center plans
  • Development of new reporting system structure and profit & loss reporting
  • Development of liquidity planning including open items, payment terms and purchase orders
  • Reduction of time required for month-end closing
  • Project 22: Logistics / ERP System (2010)
  • Relocation of Hudson items to Ecom distribution center in Berlin
  • Connection of Herlitz field service to Infor AS for order processing
  • Utilization of existing Herlitz infrastructures for field service and logistics
  • Project 23: Knitting Production (2010–2011)
  • Design and implementation of partial relocation of fine knitting department to Morocco – 160 machines
  • Reduction of production costs for these products
  • Project 24: ERP System (2012)
  • Automation of customs processing – customs invoice – passive finished goods processing – proof of origin – preference rights – sanction list address checks
  • Reduction of effort for customs processing
  • Project 25: ERP System / Controlling (2013–2014)
  • Infor AS ERP release upgrade from version 2.2 to 3.1
  • Optimization of inventory valuation and contribution margin calculation at plant and item level

Summary

Over 30 years of experience in the areas: organization & IT, planning, logistics, procurement, production and controlling

Languages

German
Native
English
Advanced
French
Advanced

Education

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Diploma in Industrial Engineering (FH) · Industrial Engineering

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