Sven Müller

GAP analysis of the current state of operations

Coordination of safety talks

Analysis, evaluation, and follow-up of sustainable corrective actions for near-miss and accident reports

Tracking lean activities that optimize occupational safety

Ensuring workplace safety throughout the plant

Optimizing communication within the plant and with other group sites

Raising employee awareness of the need for a safe environment

Sustainable planning, development, and monitoring of operational and strategic concepts, regulations, and policies (e.g. plant security, reduction of near-misses)

Support in drafting HSE specifications for casting cranes, extraction systems, and sand processing plants

Structuring the HSE team with tasks and responsibilities

Supporting the implementation of ISO 9001, ISO 14001 with EMAS, ISO 45001, and ISO 50001

Tracking resolution of all audit findings

Creation and implementation of a BBS system (e.g. through training videos)

Reduction of accidents

Raising employee awareness of occupational safety and the environment

Reducing language barriers

Structuring, implementing, and tracking measures for sustainable quality organization globally and locally

Implementing metrics to measure performance

Optimizing internal and external processes for better communication between departments and with suppliers

Creating process descriptions and improvement loops for SQE, lab, and general quality assurance

Developing and aligning agreements with suppliers (e.g. QSV, delivery windows)

Supporting and transferring knowledge in core competencies (Lean Management, quality assurance, production, suppliers, FMEA creation and expansion)

Successfully building a sustainable organization with an organizational chart, RACI, KPIs, and job descriptions up to training plans

Ensuring supplier performance for the project before SOP

Structuring and tracking completion measures

Implementing key figures to measure our performance

Team building with production, development and design

Consolidating ZDF (numbers, data, facts)

Support and knowledge transfer in core competences (QVP, development, design, production, suppliers, FMEA expansion)

Successful project start into series production

Successful development of individual gates

Building a QA structure with staff and equipment for a new plant (270 robots)

Introducing standards for handling 8D reports

Structuring the QA department

Implementing key figures to measure our performance

Team building for QA department with production

Consolidating ZDF (numbers, data, facts)

Visualizing quality and safety issues to raise awareness in all departments

Support in implementing ISO 45001 with lean approaches

Knowledge transfer in core competences

First-time implementation of key figures

Successful turnaround and certification readiness (initial & follow-up audits)

Eliminating Q-helb2 in the team from 74% to 94.6%

Developing into B- and A-suppliers

Introduction of standards and structuring of the QA department

Implementation of key figures to measure performance

Team building in QA with production

Consolidation of ZDF (numbers, data, facts)

Visualization of quality and safety issues to raise awareness in all departments

Support and knowledge transfer on Automotive Core Tools

Reduced complaints by 43% (2015–2016)

Reduced quality costs by 41% (2015–2016)

Reduced 100% inspections by 61% (2015–2016)

First-time implementation of key figures

Reduced work accidents by 36% (2015–2016)

Successful remediation and certification readiness (initial & surveillance audits)

Implementation of ISO/TS to IATF 16949 (50%)

Elimination of all CSL 1 and 2 levels through problem-solving processes

Development to B- and A-level supplier

Introducing standards and checking their sustainability

Ambassador for continuous improvement (workshops, lean principles learning factory)

Data analysis including KPI development

Monitoring the success of measures

Presenting and tracking continuous improvement results

Planning, organizing, and conducting employee training

Leading workshops (5S with 6S, SMED, TPM, swimline)

Coordinating all optimization projects with GoGemba

Developing a concept for a sustainable safety philosophy with KPIs and visualization

Creating and tracking checklists

Providing support and knowledge transfer to other sites

Implemented lean thinking in both companies

Motivated employees through work optimization

Improved and streamlined production processes

Conducted the first 100% lean workshop in the H&T Group

Reduced lead time by 65% in CI projects

Completed the "Lean Management in Production" training program for ~380 employees within six months

Managing production-related tests to improve process capability with Automotive Core Tools (FMEA, SPC, PLP, APQP, PPAP, 8D)

Auditing according to VDA 6.3

Monitoring and maintaining the QM system through audits, KPI maintenance, and action tracking

Facilitating FMEAs for injection-molded parts

Carrying out a Six Sigma project (saving €456,000 in assembly)

Coordinating and performing final inspections in assembly and incoming goods (work/inspection instructions)

Creating checklists and participating in quality circles

Creating and working through Ishikawa diagrams

Visual inspection of incoming goods, painted parts, and color shade measurements

Coordinating Kaizen projects in assembly (welding systems)

Supported the setup of an effective QM system and guided several components to SOP

Improved process capability

Organizing and conducting training up to combat deployment

Selecting and training snipers

Leading soldiers (for up to 4 months) as a detachment in Afghanistan and Kosovo

Monitoring and updating regulations and legal documents

Adjusting and calibrating weapons and weapon systems

Managing procurement and administrative processes for security-relevant defense materials and ensuring proper storage

Training personnel during specialized training for conscripts

Maintaining databases in the Bundeswehr network

Training, maintenance, and commissioning of security-related Bundeswehr systems

After each deployment, brought all subordinate soldiers safely back to Germany

Smooth service operations