Norbert Kolschen - Baseline & Performance Manager

Germany

Experience

Feb 2018 - Present

7 years 6 months

Baseline & Performance Manager

Apleona HSG International

International rollout of new project assignments
Process optimization and standardization
Building an end-to-end reporting and control system
Identifying and implementing improvements

Key Projects:

Major pharmaceutical company, Netherlands
Automotive group, Poland
Large bank, Germany

Staff responsibility:

Direct: 0
Indirect: 25

Budget:

1,000 k€

Sep 2011 - Dec 2017

6 years 4 months

Berlin, Germany

Strategic Facilities Manager

Bombardier Transportation

A) Corporate headquarters (Berlin): Head of Site Facility Management – about 21,000 m² gross for around 1,100 workplaces at two locations (partly heritage listed)
B) Group (around 200 sites worldwide): In-house Facility Consultant – set up and manage regional best-practice teams; introduce electronic auctions/tenders; save costs through optimized purchasing; streamline processes via synergies
C) Hennigsdorf site: Head of Plant Engineering from 10/16 to 12/17 – small-town setup (power plant, energy/water supply and disposal) with about 660,000 m² site (85,000 m² gross) for 2,500 technical and administrative workplaces across 63 buildings

Key Projects:

A) Outsourcing IT department for approx. 320 workplaces / lean canteen / flexible workspace planning
B) Building an EMEA shared service center; 15% average material cost savings via regular Newtron tenders for sites and countries; 10% logistics cost savings through consolidated volumes of neighboring sites; planning a modern paint shop in Poland; expanding a final assembly hall in England
C) Organizational restructuring after 50% budget cut; decommissioning multiple production buildings; workplace optimization (consolidation of departments and support functions); integrating about 150 workplaces from headquarters

Staff responsibility:

A) HQ direct/indirect: 3/35
B) Direct/indirect: 0 to 85
C) Direct/indirect: 17/125

Budget:

A) HQ: 5,900 k€/year
B) Project-specific: 30 k€ to 22,000 k€
C) Hennigsdorf: 19,000 k€/year

Nov 2009 - Aug 2011

1 year 10 months

Karlsruhe, Germany

Power Plant Construction Manager (Freelance)

Alstom Power Service

Introduce and coordinate (procurement & sourcing) an efficient logistics process chain
Adapt engineering bill of materials for assembly- and maintenance-ready part supply
Standardize and oversee quality logistics material handling (50 kg to 80 t)
Develop assembly-friendly site logistics

Project: Rheinhafen steam power plant Karlsruhe Block 8 (RDK8):

Optimize material flow to site (Thailand – Rotterdam – intermediate storage – site)
Implement end-to-end barcode tracking (from manufacturer to assembly)
Optimize use of standard transport systems (lifting gear, self-loaders, etc.)
Cut logistics-related waiting times by 15% (automated assembly feedback via QR code)
Significantly reduce shrinkage (exact storage location via QR code GPS)

Staff responsibility:

Direct: 0
Indirect: 32

Budget:

3,500 k€

Aug 2008 - Mar 2009

8 months

Head of Logistics and Facilities

DMG Spare Parts (Gildemeister)

Spin-off of a logistics center from five production plants
Build a flexible functional org and market-oriented process org
Daily technical and financial inventory and logistics controlling
Integrate foreign warehouses in China and the USA

Key Projects:

Convert existing building from production to logistics use
Plan new semi-automatic high-bay warehouse
Introduce continuous inventory with part consolidation across eras
Implement automated transport systems and KANBAN
Achieve performance targets six months early

Staff responsibility:

Direct: 135
Indirect: 25

Budget:

1,200 k€

Jul 2007 - Jul 2008

1 year 1 month

Energy Manager

Cinestar Gruppe

Energy purchasing for cinemas, hotels, commercial and shopping centers; technical and financial energy controlling; prepare and audit operating cost statements

Key Projects:

Reduce average electricity price by about 7% through renegotiations with suppliers
Cut individual consumption by up to 35%, total by 2% via staff training
Lower fresh heat supply with CO₂ control and POS integration
Switch lighting systems to LED technology

Staff responsibility:

Direct: 0
Indirect: 85

Budget:

4,900 k€

May 1996 - Oct 1998

2 years 6 months

Germany

Managing Director

Wirtschaftsförderkreis Harlingerland e.V.

Municipal economic development: partnership of public institutions with local businesses (PPP model)

Key Projects:

Support members; start-up and business stabilization consulting; grant acquisition; event and representation management

Staff responsibility:

Direct: 4
Indirect: 0

Budget:

280 TDM/year

Feb 1993 - Jun 2007

14 years 5 months

Consultant & Interim Manager

Self-employed

Engineering consulting for SMEs in controlling, maintenance, logistics, and energy

Key Projects:

Start-up “Heat Pump Installation” (2004–2007)
Energy cost and process optimization for a furniture factory (2004)
Process analysis for spin-off “Spare Parts” for mechanical engineering firm (2003)
Specs development and software rollout for a mechanical engineering firm (2001–2003)
Start-up and operations management “Electronics and Appliance Recycling” (1998–2001)
Strategy for strategic special disposal and event marketing in military conversion (1998)
Commercial manager at a craft business (1993–1996)
Spin-off of a transport dept into a logistics service provider for a craft company (1994)
Strategy consulting including IGeL concept for GPs and internists (1995)

Staff responsibility:

Direct: 2
Indirect: 0

Budget:

350 TDM/year

Jan 1992 - Jan 1993

1 year 1 month

Junior Consultant

Hartmann & Partner

Management consulting for industrial companies; takeover and turnaround of distressed and former state-owned firms from Treuhand

Key Projects:

Mahindra (India): manufacturing concept for 7 sites across India
Kirloskar (India): transfer motor production from IFA Nordhausen to Pune (tech transfer)
Lotze Maschinenbau, Kurzer Ventilators: turnaround concept

Staff responsibility: