Expert for Lean and cost improvements in manufacturing and the service industry.

6/2025 – 4/2026

Client context: International machinery and industrial equipment manufacturer with multiple sites and the ambition to build internal Lean Coach capability for operational excellence.
Challenge: The organization needed a structured Lean Coach development program to build practical Lean competence, enable internal improvement projects and strengthen the use of VSM, A3 problem solving, Gemba Walks, Shopfloor Management and Lean2Cost thinking across sites.
Role: Lean Trainer / Lean Coach / VSM and Capability-Building Expert responsible for training design, facilitation, coaching concept and practical transfer into improvement projects.
Actions: Designed and delivered a multi-day Lean Coach training program including Lean fundamentals, communication in change, A3 project management, basic statistics, box-plot thinking, cycle-time study, Gemba Walk, Shopfloor Management, Value Stream Mapping, Lean2Cost logic and practical VSM simulations. Supported project definition, participant coaching, feedback routines and preparation of report-out formats for management.
Impact: Lean Coach projects identified quantified savings potential of up to approximately €617,000. Using a pragmatic 50% realization assumption for the first six months, the expected implemented benefit is approximately €308,500. An updated conservative project portfolio showed €304,460 quantified savings potential, with an estimated first-six-month implementation effect of approximately €152,230 at the same 50% realization ratio. KPI examples: trained Lean Coaches, defined A3 projects, completed VSM simulations, quantified savings potential, first-six-month implementation benefit, project implementation rate, SQDPC impact and management report-out maturity.

Lean Prozesse, Training - Coaching-Kompetenzen, Value Based Management (VBM)

4/2025 – 9/2025

Client context: European rail leasing and maintenance organization with multiple operational sites in Germany, France, Sweden and Hungary.
Challenge: need to establish a common production-system understanding, strengthen internal Lean capability, improve communication routines, introduce tier-board standards and initiate structured continuous-improvement activities across sites.
Role: Lean Transformation Manager / APS Project Priority Manager, trainer and coach supporting work-package owners, Lean Experts and site teams.
Actions: developed and delivered APS Awareness and Business Process Mapping training, prepared Train-the-Trainer concepts, established weekly Lean Expert exchange meetings, supported tier-board development, defined Safety Walk and Gemba Walk standards, developed A3/Kaizen templates, initiated improvement projects, supported quality-report development and set up work-package governance routines.
Impact: Delivered 44 consulting days between April and June 2025 and established a practical Lean Expert network across multiple European sites. Developed and deployed APS training materials, introduced Safety Walk routines in Germany, Sweden and France, and prepared the rollout for Hungary. Shared the Gemba Walk standard across sites and embedded A3, Kaizen and Lessons Learned tools into the training approach. Improved transparency of APS work packages, responsibilities and follow-up actions through structured governance and regular alignment meetings. Key KPIs included trained participants, active Lean Experts, completed site trainings, Safety/Gemba Walk execution, improvement projects initiated, open-action closure rate and quality-report maturity.

Instandhaltungsplanung, Lean Prozesse, Vorbeugende Instandhaltung

10/2024 – 6/2025

Client context: International electronics / component manufacturing environment, CLT production value stream.
Challenge: forecasted customer demand for 2025 exceeded the current production output; the 2024 weekly average output was 90,372 parts, while the target condition was to increase output to 200,000 parts per week with efficient staffing and improved machine availability.
Role: Consultant / Value Stream / Capacity Improvement Expert supporting the project team with Lean training, VSM, bottleneck analysis, OEE thinking and structured improvement routines.
Actions: facilitated Lean / VSM training, process flow analysis, takt-chart and box-plot analysis, time studies, layout and material-flow analysis, bottleneck workshops, OEE training and analysis, countermeasure definition for Galvanik, Wire Sawing, Laser, Parylene cleaning and workpiece carrier design.
Impact: Established a clear capacity improvement roadmap, increasing planned weekly output from approximately 90,000 parts in 2024 to 200,000 parts in step 1, with a further target of 260,000 parts per week. Productivity was improved from 10,393 to 18,984 parts per employee/month, supported by better transparency of bottlenecks, cost drivers and resource requirements. Key KPIs included weekly output, parts per employee/month, machine availability, OEE, bottleneck output, delivery capability and implementation status.

Produktionsleitung, Kapazitätsplanung, Training - Coaching-Kompetenzen, Lean Prozesse