Philip Scott - Interim management

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Nordhofen, Germany

Experience

Mar 2024 - Present

1 year 5 months

Interim management

SCOTTSPOT

OPEX, BPM, LEAN CI, Quality

Jul 2021 - Jul 2023

2 years 1 month

Heiligenhaus, Germany

EVP Operations, ME, Logistics and Quality

Kiekert AG

Headcount responsibility: 13 direct reports, including regional vice presidents, directors and senior managers, reporting to the CEO.
Improved global operational efficiency in a flat growth environment, including quality, logistics, manufacturing engineering and plant operations, including maintenance and continuous LEAN improvement.
Ongoing lean improvements in operations that delivered more than planned savings: 400 projects in 2 years and over €2.5M savings.
Introduced a new LEAN Production Operations Excellence assessment process and a new IT-based idea management process.
Stable logistics performance (DOH) despite the current economic downturn. Implemented SIOP inventory optimization leading to cashflow improvements of €1–2M per month.
Introduced customer-focused taskforce management and achieved several de-escalations.
Achieved 98% plant availability and reduced unproductive hours.
Reduced annual CAPEX budget for production and maintenance by 30%.
Contributed to doubling profit (EBT) from 2021 to 2022.

Jan 2021 - Present

4 years 7 months

CQO (Chief Quality Officer)

Panasonic Industrial Devices Europe GmbH

Design and production of electronic power management systems and devices for automotive and current industrial sectors (BMW, Mercedes Benz, Mazda, Lamborghini, Hilti, Vorwerk).
Headcount responsibility: 5 direct reports across 5 sites, reporting to the CEO.
Restructured organization, systems and processes to take supplier and customer management to the next level.

Jan 2020 - Feb 2024

4 years 2 months

Heiligenhaus, Germany

EVP Business Excellence and Sustainability

Kiekert AG

Design and production of vehicle closure systems (BMW Group, Daimler, FORD, TESLA, Stellantis, VW Group, Renault, Chinese OEMs). (5000 employees, €800M).
Headcount responsibility: 5 direct reports, 50 indirect team members, reporting to the CEO.
Developed a global business excellence approach for the entire company based on business process change management.
Led a company-wide sustainability initiative (ESG).
Strategically aligned, developed with the leadership team and the CIO a plan to improve business processes with over 15 programs for IT-supported change projects and up to 40 project managers across all functions.
Led development and global rollout of the annual goal plan (OKR).
Developed a new sustainability model with a 3-year roadmap covering SCOPE 1,2,3, ISO14001, ISO45001 and ISO5001 to support the 6 production sites and central functions.

Jan 2020 - Jul 2021

1 year 7 months

Heiligenhaus, Germany

Global Quality Director

Kiekert AG

Headcount responsibility: 5 direct reports, including 6 managers and directors in Europe, North and South America, and China. Reporting to the CEO and member of the executive board.
Ensured global effectiveness of the quality organization throughout the product lifecycle. Certified to IATF, ISO14001, ISO45001, ISO50001. Warranty, escalation and taskforce management. Global lab standardization.
Maintained operational stability and customer and supplier performance during COVID-19 and revenue downturn.
Developed and applied a new process to manage supplier relocations, e.g. moving 65 tools from one supplier to another.
Led turnaround management to offset a 25% revenue drop in 2020 by reducing headcount by 20% through workflow rationalization.
Maintained stable customer satisfaction.
Developed 5-year roadmaps for supplier, customer, warranty, technical quality and management systems.

Apr 2017 - Jan 2020

2 years 10 months

Düsseldorf, Germany

Global Quality Director Steering

ZF Active Safety

Design and manufacture of electric power steering for vehicles (VW Group, GM, FCA, Renault Nissan, Ford, HKMC, Great Wall, Geely). (7000 employees, €2.5B, 17 production sites and 5 technical centres).
Headcount responsibility: 10 direct managers or directors in Europe, North and South America, China. Indirect: 15 quality officers. Reporting to the VP of the product line, member of the management team.
Built an effective integrated quality organization within the ZF Group – supplier- and customer-focused, operational and program-oriented processes. Maintained IATF 16949 certification.
Redesigned processes for warranty and escalation management.
Completed development of a central quality organization (operations and ...).
Introduced project management for continuous improvement.
Successfully de-escalated issues with VW Group and Ford by leading local taskforces to turn around Eastern European plants.
Improved supplier escalation management with better integration of supplier development into operations.
Introduced cross-functional lessons learned and Critical to Quality (CTQ) processes for major product development programs.
Gradually improved traceability and cleanliness at all active safety sites (~40 plants).

Sep 2011 - Apr 2017

5 years 8 months

Munich, Germany

Global Quality Director

Plastic Omnium Exterior Division.

Plastic exterior products – JIS provision of bumper, fascia, tailgate, spoilers, floors. Tier 1 supplier to the global automotive industry (VW Group, GM, PSA, Renault, Jaguar Land Rover, BMW, Nissan, Daimler, Volvo, Scania, Ford). (15000 employees, €3.5B, 55 production locations).
Headcount responsibility: 11 direct managers and senior managers/directors on all continents. Reporting to the CEO and member of the executive board.
Provided a global quality organization and improved product quality in all JIS plants for OEMs. Managed engineering and launch, supplier management, customer and operations management and improved management systems. Acted as the voice of the customer. Integrated acquisitions.
Achieved world-class CPPM performance. Preferred supplier to major OEMs such as JLR, VW, BMW, GM, VCC, PSA, RSA.
Introduced advanced problem-solving with Six Sigma tools and methods. Deployed regional Black Belts. Focused on technical OEM issues and related process optimization. Reduced CNQ year over year. Major renewal of CI, lessons learned and problem-solving concepts.
Developed a global customer quality management incorporating new OEMs. Integrated 50 APQP engineers (Advanced Quality Planning) with a standardized, independent reporting system.
Established a stable, effective quality management structure covering automotive industry standards, including integration of new units in UK, DE, POL, IND, USA, MEX and CN. Training concept – 115 training modules via TTT.
Created a celebrated global quality culture rolled out across the division with posters in many languages, training videos, onboarding processes and workshops.
Maintained TS16949/ISO14001/ISO18001 system compliance.

Sep 2008 - Sep 2011

3 years 1 month

Solingen, Germany

Group VP Quality & LEAN

JCI / C.Rob. Hammerstein GmbH.

Steel seat structures and components. Tier 2 supplier to the global automotive industry (JCI, Keiper, Lear, Faurecia, Magna, MBC, BMW, Nissan, TMC, Bentley, Ferrari, Ford, Kia, Hyundai, Porsche). (3000 employees, €400M).
Headcount responsibility: 8 direct reports; indirect: 6 Kaizen managers, 12 quality planners and 6 plant quality managers. Reporting to the CEO and member of the executive board.
Redefined quality, environmental and LEAN strategy and reorganized quality structure across 6 sites.
Achieved #1 supplier ranking for Mercedes Benz Car Group for two consecutive quarters in 2009 (Sindelfingen).
Reduced customer complaints by 50% from 2008 to 2009.
Introduced a supplier quality management strategy. Delivered year-on-year improvements. Developed an internet-based supplier PPAP workflow management, program launch and APQP reporting tool.
Launched an improved product development gateway review process for new product development and industrialization.
Created and implemented a company-wide lean production roadmap with an operational cost savings pipeline covering over 200 projects at six sites in the first two years.

Jul 2005 - Sep 2008

3 years 3 months

Ostfildern, Germany

Quality Director International

BOS GmbH & Co. KG

Interior products (sun blinds, luggage covers, arm rests) supplier with 45 automotive customers (OEM and Tier 1). (3500 employees, €400M).
Headcount responsibility: 6 direct reports and, indirectly, 12 quality managers in plants and 16 quality engineers in technical departments.
Redefined the entire quality strategy (development, launch, production and supply base) and reorganized it for 12 production sites and 3 development centers worldwide.
Improved quality for customers and suppliers by 50% in 2 years.
Early involvement of suppliers and quality planning methods in new OEM projects (APQP, PPAP).
Built a supplier quality management organization with decentralized PPAP management, shifting central resources to production sites.
Introduced zero-defect methods and culture development in production.
Actively drove the development of the Lean Production System.

Jan 2003 - Jun 2005

2 years 6 months

Koblenz, Germany

Program Director

TRW Automotive

Products: safety systems, braking systems, steering systems. (65,000 employees, €10B) (became part of ZF in 2016).
Managed a global program for a Japanese customer.
Built a European program management organization with 25 NPI project managers.
Successfully launched a base brake system on 5 continents for Toyota in Japan with a custom supply chain working with regional purchasing.
Introduced innovative practices into the global project management process, including shared-competency teams, process standardization and robust technical processes (PMI).
Managed risk for key customer programs through NPI and launch managers.

Oct 1998 - Dec 2003

5 years 3 months

Koblenz, Germany

Quality Systems Director

TRW Automotive

Products: safety systems, braking systems, steering systems. (65,000 employees, €10B) (became part of ZF in 2016).
Developed a process management system and achieved ISO/TS16949 certification.

Jan 1994 - Dec 1998

5 years

Rotterdam, Netherlands

Quality Management Specialist

Lloyd's Register

Services: management consultancy, auditing, industrial services. (85 employees).

Jan 1991 - Dec 1993

3 years

Netherlands

Quality Manager

MCC

Quality control in plastics and metal conveyor systems for the bottling industry.

Jan 1989 - Dec 1990

2 years

United Kingdom

Quality Manager

Binney & Smith

Plastics and creative products for the toy industry; product and supplier quality.

Jan 1988 - Dec 1989

2 years

United Kingdom

Training and Methods Engineer

Anson Plastics

Production methods and statistical training.

Jan 1987 - Dec 1988

2 years

Travel: Asia, Africa and Europe

Summary

Experienced international manager who works with leadership teams to improve operational performance and gain competitive advantage by identifying performance and process gaps and then pragmatically addressing them through people, organizational and systemic changes. I have over 25 years of experience in management, quality, product and project management, and operational excellence.

PROBLEM SOLVER**
An experienced leader who trains staff internationally to become effective problem solvers in manufacturing.
Driver of taskforce approaches for problems, crises and (de-)escalations.
Creator of LEAN systems and organizations for continuous improvement based on transparent awareness of cost drivers and a process for systematically identifying and eliminating root causes.
Expert in methodologies and tools (8D, A3, DMAIC).
BUSINESS PROCESS CHAMPION**
Driving business process redesign to optimize headcount, build synergies and eliminate waste.
Facilitating workshops for key value streams to align and engage companies worldwide in operations.
Advocate of effective process-based management systems (IATF16949 and ISO).
Inspiring employees to boost engagement and ownership in change processes.
Program and launch manager (PMO).
STRATEGIST**
Enabling key strategic planning and implementation at leadership level. Implementing strategic scorecards and business goals and key result areas across all departments and sites.
Developing KPIs and reporting systems.
Working closely with colleagues on IT-supported projects with best return on investment (ROI) and affordable costs for the company.
Also served as board member (Korea and South Africa) for budgeting and performance reviews.