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Interim Manager

Work Experience

OCCUPATIONAL CAREER


09/2008 - Self employed, Interim Manager

8/2010 – 1/2011 Quality assurance packaging
For the high value boxes of tobacco goods, a new combination of board and paper must be developed which meets the customers demand in regard of general product appearance and offset printability.


2/2010 – 4/2010 Materialmanagement
Development and implementation of new structures in providing and shipping of customer selected material in regard of time and volume in the same company as below.

Results:
Start up of a three-shift system, employ and train temporary operators to fulfill the requirements of different tasks on time and in full to meet customer expectations.



08/2009 – 12/2009 Material management
Develop and implement new systems and structures in material receiving, storage and distribution of material to manufacturing to increase overall production efficiency in the window producing business.


10/2008 – 04/2009 Product Development

Change product specification of a global player in the plastic processing industry with the focus on interfaces of Sales, Marketing, Order processing, Data Management, Controlling, Production and Logistic to reduce freight costs.

Result:
On time implementation of the new products into the market
Set up employee information about project process
Reduction of finish product stock and SAP data management

07/2001 – 08/2008 Metsä Tissue GmbH, Euskirchen
Technical director / Supply-Team Manager German Hygiene
Chief executive power
Co-operation in trade and employer association


Responsibility:

• Mill turn over: ca. 220 M €
• Annual investment 8 – 15 M €
• Employees: 664
• Paper machines: 6 at 184 000 tons/a +12%, 5 shift system
• Converting lines: 19 at 167 000 tons/a +30%, 5 shift system
• Purchasing
• Production planning
• Production
• Technical / Projects
• Logistic
• Works council
• Budget responsibility







Results:

• Implementation and recertification of FSC, PEFC, environment and quality certificates
• Cooperation with R&D to develop new products and lift them up to production capabilities
• Implementation of KPI‘s also across the group
• Change procurement from single order to frame contracts with call offs from production and technical people.
• 12 month rolling production forecast with monthly adjustment of sales.
• Relocation of converting lines and new design of internal flow of materials
• Head count reduction by 15 % with balance of interest and social compensation plan
• Reduction of lost time incident rate by 80%
• Reduction of blocked products by 25 %
• Increase output rate per man hour by 70%
• Reduction of fixed production cost by 20 %
• Reduction of maintenance cost by 15 %
• Secure long term electricity supply at 25 % below marked price
• Temporary mill manger position to find successor


Others:

• Participation and cooperation to establish and implement companies values







01/1992 – 06/2001 Scott Paper / Kimberly Clark, Düsseldorf
Mill Manager, Reisholz mill
(1996 Kimberly Clark took over Scott Paper

Responsibility:

• Mill turn over: ca. 80 M €
• Annual investment 2 – 4 M €
• Employees: 163
• Budget responsibility
• Paper machines: 1 at 48 000 tons/a + 10%, 5 shift system
• Converting lines: 5 at 38 000 tons/a sales adjusted, 3 shifts
• Procurement
• Production planning
• Production
• Technical / Projects
• Logistic





Results:

• Implementation and re-certification of ISO 9001 quality certificate
• Start up of a new installed waste paper plant
• Transfer new products and product specification into production and ensure consistent mass production.
• Outsourcing Process water treatment
• Outsourcing fork lift maintenance and electrical and mechanical maintenance jobs
• Implementation of KPI’s according to group
• Implementation of frame contracts and call offs by production and technical people
• Productions planning in close coordination with central planning
• Reduction of energy (electricity, gas, steam) consumption by 10 %
• Head cont reduction by 30 % with balance of interest and social compensation plan
• Reduction of lost time incident rate by 90%
• Reduction of blocked products by 35 %
• Increase output rate per man hour by 70%
• Reduction of fixed production cost by 25 %
• Reduction of maintenance cost by 30 %
• Temporary converting manager to find successor
Others:
• Seminar staff coaching










03/1987 – 12/1991 Hannover Papier
Manager Coating department, Alfeld - Leine


Responsibility:

• Employees: 94
• Budget responsibility
• Coating make down plant
• Re-winder
• Off-Line Coater 2 at 52 000 tons/a, 4 shift system
• Production planning

Results:

• Participation and acting for the mill manager during weekly disposition for the paper mill
• Rebuild and extension of an off-line coater from 2 to 4 coating stations with cost and time responsibility
• Successful cooperation with works council



03/1983 – 02/1987 Jagenberg Inc., Enfield USA
Consultant Coater Division


Responsibility:

• Technical and technology consultant to customers
• Covered areas USA, Canada
• Support to sales representatives
• Project management
• Installation, start up and After-Sales Service of
On- and Off-Line Coater
• Personal training
• Presentation of coating machine products portfolio also to top customer management

Others:

• Papers given during TAPPI conferences
• Papers given at universities
















01/1980 – 03/1983 Jagenberg, Düsseldorf
Start up engineer

Responsibility:

• Technical and technology consultant to customers
• Covered areas Russia, Israel, Turkey, Mexico, USA, Canada
• Support to sales representatives
• Project management
• Installation, start up and After-Sales Service of
On- and Off-Line Coater
• Personal training





11/1977 – 12/1979 Bassermann Chemical trade, Mannheim
Application engineer Paper making and converting

Responsibility:

• Present product portfolio of English China Clay
• Technical and technology consultant to customers
• Laboratory and production trials
• Prepare and translate papers for customers








01/1977 – 10/1977 Fedor Schoen, Pulheim
Production manager corrugated board
Employees: 20

Responsibility:

• 1 corrugated liner board machine
• 4 converting lines



04/1974 – 12/1976 Zanders Feinpapiere, Bergisch-Gladbach
Improvement research

Education

1970 – 1974 Study at Oskar von Miller Polytechnikum, München
Finish: Dipl. Ing. FH Process engineering special division papermaking and
special division paper converting


1968 – 1970 Zanders Feinpapiere, Bergisch-Gladbach
Paper making education
Finish: Papermaker

Skills

Production oriented experience in family companies and global player

Style of working is more generalist than specialist with profound technical understanding.

Production focus in mass production such as FMCG.

Convincing leadership by role model function with sure instinct for organizational cultures and a strong relation to the people on the floor.

Experience in negotiations with works council and unions.

Ability to develop feasible visions with the declared intention for realization within a fixed time frame.

Structure complex cases, develop clear action plans agree on objectives and be measured by the results.

Excellent in MS Office
English: good negotiating skills
Operational area: German and English speaking area

Languages

German
English

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