Program Manager/Project Manager/ Principal Consultant Operational Excellence , Interim Manager

2/2018 – 8/2018

Design and implementation of to be processes in the maintenance and production departments (work management, training and coaching of maintenance and production managers, operational excellence, lean, supply & contractors, maintenance business plans 1 and 3 years, reliability engineering, spare parts, maintenance equipment strategies, cost and performance management, production management, shutdown management

Prozessberatung

10/2016 – 2/2018

Analyse, Entwicklung und Implementierung eines Management-Systems (MOS) im Bereich der Produktion und Wartung/Instandhaltung

Projektmanagementberatung

1/2016 – 8/2016

Responsible for the PMO design and implementation for the company’s country subsidiary together with Senior Management Team, PMO Manager and 26 Project Managers; Training and coaching of PMO Manager and Project Managers, Operational Excellence

Mehrprojektmanagement

9/2015 – 12/2015

Responsible for the Supply Chain/ Warehouse/Logistics Management Review together with three Management Consultants at client’s company four main sites; Development of an operational excellence roadmap covering the next three fiscal years

Lean Prozesse

11/2014 – 7/2015

Responsible for the process implementation and reorganization of the mobile maintenance department in a gold mine

Project activities include: Operational Excellence, Maintenance Planning, Maintenance Scheduling, Reliability centered Maintenance, Total Productive Maintenance, Spare Parts and Material Planning and Processes, Maintenance Business Processes, Equipment Maintenance Strategy Development, Business Plans 1 and 3 Years for the Maintenance Department, Training and Coaching of Maintenance Management Staff on Management Techniques, Change Management (Stakeholder Analysis, Communication Plan, Change Agent Training and Coaching)

Mehrprojektmanagement

5/2014 – 10/2014

Responsible for the development and implementation of a Business Continuity Management System (BCMS) at the company’s UK sites.

Project activities include: Program Initiation and Control, Awareness Workshops, Business Impact Analysis, Risk Assessment, Business Continuity Strategy, Business Continuity Plan writing, Training and Testing, Auditing, Change Management Activities (Stakeholder Management, Communication Plan, Training and Coaching)

Betriebskontinuitätsmanagement (BKM)

9/2013 – 4/2014

In charge of the project management and working together with the plant department managers as project team members for improving the plant’s productivity and achieving cost reduction in the different plant departments (production, maintenance, distribution, logistics, customer service).

Key achievements:

➢ Implementation and standardization of management tools (planning, reporting, shop floor management techniques) in the plant departments ➢ Plant productivity improvement by 10% ➢ Development and implementation of an Operational Excellence Roadmap ➢ Direct labour cost (Production) reduced by 15% ➢ Training and coaching with plant department managers, supervisors and shift leaders ➢ Implementation of a production planning tool and production report on shift, day and week basis ➢ Production equipment downtime reduced by 25 % ➢ Change Management (Stakeholder Analysis, Communication Plan, Training and Coaching of Managers and Supervisors, Change Agent Network)

Projektdurchführung

1/2013 – 9/2013

Responsible for the Engineering Department Review and Capital Project together with two Management Consultants; Position of the Interim Engineering Department Manager;

Key achievements:

➢ Review of the as is processes in the engineering department ➢ Design and implementation of to be processes in the engineering department (work management, supply & contractors, maintenance business plans, reliability engineering, maintenance equipment strategies, cost and performance management) ➢ Design and implementation of a management operating system (plans, reports, meetings, SOP’s, KPI’s, Health & Safety), training and coaching of management staff ➢ Change Management (Actor Mapping, Stakeholder Analysis, Communication Plan, Training and Coaching of Maintenance Managers, Supervisors and Foremen)

Projektdurchführung

8/2012 – 12/2012

In charge of the project management and working together with the plant department managers as project team members for improving the client plant’s productivity and driving out cost in the different plant departments.


Key achievements:

➢ Plant productivity improvement by 18% ➢ Direct labour cost (Production) reduced by 25% ➢ Operational Excellence improvement plan for the plant ➢ Training and coaching with plant department managers, supervisors and shiftleaders ➢ Design and implementation of a production planning tool and production report on shift, day and week basis

Projektdurchführung

7/2012 – 8/2012

Responsible for the review of the as is Permit & Approval, Environmental and Socio- Economic, Community and Government Relations Processes together with two Management Consultants.


Key achievements:

➢ Design of formalized to be processes for the above mentioned work streams with 30 % reduced processing time ➢ Design and implementation of to be Permit & Approval, Environmental and SocioEconomic processes

Projektmanagement

2/2012 – 6/2012

Completing the Mine Operations and Supply Chain Review and Project together with two Management Consultants.

Key achievements:

➢ Review of the as is processes in the mine operations, maintenance and supply chain departments ➢ Development and implementation of an Operational Excellence plan for the mine site ➢ Design and implementation of to be processes in the mine operations, maintenance and supply chain departments ➢ Transition from as is to to be organization structure and management system ➢ Improved fuel management in the production area, reduction of fuel consumption by 8 % ➢ Reduced material and spare parts cost through negotiation with the ten major suppliers, cost reduction: 2,7 Mill. $ ➢ Change Management Practice (Stakeholder Analysis, Communication Plan; Training and Coaching of Operations and Maintenance Management Staff)

Projektmanagement

9/2011 – 1/2012

In charge of the Design and Implementation of a Management Operating System required for the re startup of the gold mine (operations stopped by Soviet Union owners in early 1990’s) together with one Management Consultant and Department Managers as Project Team members.

Key achievements:

➢ Design and implementation of Operational Excellence processes in the mine operations, processing plant, maintenance, supply chain, human resources, health & safety, finance and administration departments


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➢ Design and implementation of management operating systems at mine site and department levels ➢ Design and implementation of the mine and department organization structures ➢ Training and coaching of the department managers and supervisors under respect of Level Theory (Requisite Organization, Elliott Jacques), span of control ➢ Change Management (Stakeholder Analysis, Training and Coaching of Operations and Maintenance Management Staff, Organizational Development)

Projektmanagement

12/2010 – 8/2011

Responsible with three Management Consultants for the development and implementation of the business processes for the different mine departments (mine start up), the organization structure and the management operating system.


Key achievements:

➢ Design and implementation of to be processes in the mine operations, processing plant, technical services, maintenance, supply chain, logistics, security, human resources, health & safety, finance and administration departments ➢ Development and implementation of Operational Excellence processes at the mine ➢ Design and implementation of management operating systems at mine site and department levels ➢ Design and implementation of the mine and department organization structures ➢ Training and coaching of the newly hired department managers and supervisors, career development, job banding ➢ Change Management (Communication Plan, Stakeholder Management, Training and Coaching of Management Staff )

Projektleitung / Teamleitung

5/2010 – 11/2010

Together with two Management Consultants responsible for the development of a productivity improvement plan and a mine specific management operating system.


Key achievements:

➢ Design and implementation of a new mine organization structure (staffing adjustments of mine site management according to Work Level Theory) ➢ Development and implementation of an Operational Excellence roadmap ➢ Training and coaching of senior managers, managers and supervisors on management techniques and tools, meeting and reporting structures ➢ Development and implementation of key performance indicators for the mine departments ➢ Review of mine department activities and staff reduction between 12 and 15 % in the different departments with same productivity and production volume ➢ Change Management (Stakeholder Analysis and Management, Training and Coaching, Communication and Event Plan)

Projektleitung / Teamleitung

5/2009 – 4/2010

Responsible for the project management and working together with two management consultants and the plant department managers as project team members for improving the client plant’s productivity and driving out cost in the different plant departments.

Key achievements:

➢ Design and implementation of a production planning tool ➢ Optimization and leveling of production process flows, plant layout, implementation of key performance indicators at plant and department level ➢ Training and coaching of plant manager, department managers and supervisors on organizational behavior and staff development ➢ Implementation of a customer profitability action plan ➢ Development and installation of an economic workforce provision for the production department staff ➢ Change Management Practice (Communication Plan, Stakeholder Management, Change Agent Network)

Projektleitung / Teamleitung

11/2008 – 4/2009

In charge of the review of the existing management and organization structure, analysis of the as is business processes

Key achievements:

➢ Design and implementation of a new mine site organization structure ➢ Establishment of an Operational Excellence improvement plan ➢ Development and installation of management operating systems at mine and department level ➢ Review and adjustment of existing department business processes ➢ Training and coaching of mine director, department managers and supervisors on management techniques, tools and business improvement methodologies ➢ Change Management (Stakeholder Analysis and Management, Communication Plan, Training and Coaching, Change Network)

Projektmanagement

1/2008 – 8/2008

Responsible for the overall project management and working together with the airline department managers as project team members to increase the airline’s operations in France and to improve the ground operations activities in Spain

Key achievements:

➢ Implementation of crew bases at Paris and Lyon airports (recruitment, HR admin, budget and payroll processes, staff development) ➢ Organizational Set-up and Integration of four new French airports into the airline’s network (HR, budget, processes and recordkeeping, compliance with regulations) ➢ Design and implementation of Operational Excellence processes ➢ Review and Reorganization of the airline’s ground handling activities in Spain ➢ Advisor for GB Airways/EasyJet’s takeover of operational activities at Malta Airport ➢ Change Management (Communication Plan, Stakeholder Analysis and Management)

Projektleitung / Teamleitung

10/2006 – 12/2007

Responsible for the project management and working together with the department managers as project team members to increase the aircraft outfitting productivity and to implement formalized business processes in the production area

Key achievements:

➢ Design and implementation of new business processes (Introduction of a Phase Concept) to enable the aircraft outfitting work for a higher number of aircraft completions than in previous years due to increased customer demand (increase of e ➢ Coordination of all outfitting related activities (engineering – aircraft delivery to the customer) of permanently 4 aircrafts in sequence ➢ Development and implementation of processes and procedures referring to Operational Excellence methodologies ➢ Budget, Schedule, Human Resources and Quality responsibility for the aircraft in the outfitting process (160 Mill. Euros) ➢ Change Management (Stakeholder Analysis and Management, Training and Coaching, Change Catalyser Network)

Employment History Jan 1975 till Oct 2006 in separate document

Projektleitung / Teamleitung