More about the interim manager
The engineering graduate has been working as an interim manager and consultant in restructuring and reorganization projects for more than 17 years. The expert combines many years of management experience in mechanical and plant engineering as well as in the automotive sector with outstanding expertise in lean management (including Kaizen, Kanban, CIP, PokaYoke, store floor management, etc.). He also combines good technical know-how with the entrepreneurial skills required for successful corporate management. As a rule, he is mandated as CEO, COO, managing director, plant manager or project manager (technical/commercial).
The interim manager takes a holistic view of the company, down to the last detail if necessary. Whether optimizing throughput times, value creation along the product creation process, planning and implementing process optimization, cost reduction, quality improvement, restructuring measures, relocations or improving key figures: He ensures that his clients achieve sustainably better results and are better positioned in the market.
The interim manager assumes responsibility for costing, design, development, project management, planning, work preparation, plant planning (new builds and conversions), purchasing, production, assembly, service, maintenance, quality assurance and quality management, logistics and more.
His business cases for potential analysis form the basis for optimization. Topics such as reorganization and optimization of organizational and process structures are among his areas of expertise. With extensive knowledge in the planning and implementation of product, production and plant relocations, he stands for optimal risk minimization and improved results. He also has experience in the target-oriented implementation of unpopular measures such as staff reductions.
His strengths also include the integration of lean management methods such as Kanban, CIP, PokaYoke and store floor management - as well as the integration of set-up time optimization, 5S as a basis for avoiding waste and preparations for certifications such as DIN EN ISO 9001, VDA 6.4, ISO 50001, ISO 14001, IATF 16949, EN 1090, DIN EN ISO 3834, KTA 1401 or ASME Sec. III.
Occupational safety topics such as risk analysis, operating instructions, certification for BG quality seals and cooperation with supervisory authorities and the works council complete his portfolio.
Order processing and holistic system linking as well as digitalization with minimization of paperwork, Excel lists and other non-value-adding activities have also been part of his previous tasks. He is also experienced in the optimization of ERP systems and order processes, including in connection with Industry 4.0.
His expertise is complemented by the ability to inspire employees for change and optimization processes, to involve them, to coach them and to integrate them in the long term through continuous improvements to ensure success.
