Manager Project

Executive General Manager: President ? Plant Manager ? COO ? VP OPS

+++ Delivers quick assessment of technical and business challenges based on

a solid educational background and vast business experience +++ Deploys

LEAN expertise gained during 18+ years with progressive responsibility in

world class manufacturing operations, producing various automotive

components and capital equipment +++ Develops and implements aggressive

strategic action plans for cost reduction, continuous efficiency

improvement and operational excellence +++ Achieves results through

consequent metric-driven goal management +++ Grows market share and

profitability based on proven ability to develop reliable customer

relationships or business partnerships in both, the U.S. and Europe +++

Quickly integrates into and effectively collaborates in complex business

environments with matrix organizations, facilitating international exchange

+++ Applies excellent people skills when leading and forming cohesive teams

that perform with lean resources +++ Bilingual - English/German +++ MS /

Mechanical Engineering +++ U.S. permanent resident card (Green Card)

Industry Electronic PCB's Heat exchangers Injection molding

Exposure Instrument clusters Automated high Printing equipment

Ultrasonic sensors volume manufacturing Low volume-high mix

HVAC modules assembly operations

3-shift operations

Areas of Operations and Global sourcing LEAN methods

Expertise multiple plant Portfolio Performance metrics

management optimization & Goal management

Project management Cost reduction Leadership &

Product development Company mentoring

Customer field restructuring & All-level

service Facilities communication

relocation

Core Organization Technical competence Personable &

Talents / Analytical authentic

Traits Structured Creativity Inter-cultural

Strategic thinking Desire to improve competence

Reliability & and solve problems Hands-on approach

Integrity Business acumen Get-it-done attitude

Professional History:

President technotrans america Inc. July 2006 -

March 2010

Directed Sales, Service, Engineering, Operations, Finance, and Human

Resources activities with full P&L responsibility for $35MM stand-alone

subsidiary of technotrans AG, headquartered in Germany, with 700 employees

worldwide, that develops, sells, markets and produces peripheral equipment

to the printing industry.

. Drove the consolidation of 2 operations/facilities and completed the

relocation within 6 months with no disruption to the business

resulting in a $1MM cost reduction

. Transformed company culture from a fire fighting mentality to

performance driven management and accountability through the

introduction of KPI-based metrics, employee performance reviews and

the establishment of strategic business objectives

. Outlined and implemented strategic plan to develop more reliable

products, installation processes and services to continuously increase

customer satisfaction, reduce failure rates and warranty cost

. Quickly appraised product offerings and increased profitability by

negotiating pricing with major customers that led to significant price

increases (+6.5%) while improving customer satisfaction and loyalty

. Conducted lean workshops and initiated programs for process and

productivity improvement resulting in inventory reductions (-20%),

lead time reductions (-50%) and productivity increase (+20%)

. Fostered communications with central functions at corporate

headquarters via reorganization, the establishment of proper

information channels and encouragement by example

. Aligned the branding at trade shows as well as the marketing

activities with the corporate identity to a visible and coherent

market presence in North America

General Manager Behr America Inc.

Fort-Worth, TX + Troy, MI / USA July 2002 -

June 2006

Led Engineering, Operations, Purchasing, Logistics, Quality and Human

Resources activities for the $75MM subsidiary Behr Climate Systems, Inc.

with 115 employees that develops and produces truck HVAC modules. Took

temporary responsibility for 2 additional major projects and business units

within the automotive division.

. Outlined business plan and managed project from site selection to

completion of building construction for a 250,000 sqft. plant in

Mexico for the production of automotive radiators and heat exchangers

. Presented strategy, achieved consensus, developed expos and executed

project management for the divestment of a business unit producing

fuel vapor Canisters, with $70MM revenue and 120 employees

. Successfully converted a subsidiary that formerly operated as an

independent business unit with 160 employees and $60MM revenue into a

lean and highly profitable plant for truck HVAC modules with 115

employees and $75MM revenue executing the corporate centralization

strategy

. Maintained key personnel and reduced voluntary employee turnover rate

to < 10% despite the downsizing measures utilizing transparent

communication and teambuilding workshops

. Implemented MbO principles leading to increased transparency,

accountability and target orientation

. Realized $3MM annual cost reduction by implementing continuous

improvement initiatives that left no stone unturned with very close

follow-up intervals

. Applied 5-Why-technique to significantly improve customer satisfaction

with product quality level < 50 PPM while maintaining 100% on time

delivery and reducing cost

Manager Engineering Behr GmbH & Co. KG

Stuttgart / Germany November 1997

- June 2002

Headed Engineering department with 22 engineers responsible for commercial

vehicle HVAC modules within a company with worldwide 15,000 employees that

develops and produces HVAC modules and engine cooling heat exchangers for

the automotive industry.

. Significantly improved relationships and feedback from customers in

Germany, Sweden, USA, Netherlands, Italy and Brazil through close

interaction and reliability

. Acquired and successfully launched series production of 6 commercial

vehicle HVAC modules with innovative design and improved functionality

at lower cost (-20%)

. Coordinated and standardized Engineering and Purchasing activities in

Germany, USA, Spain and Brazil through the selection of preferred sub-

components and their definition in a catalogue

. Restructured and refined new product and process development,

coordinated supporting development groups and cooperated with

production plants for serial support

Manager Operations Robert Bosch Group

Stuttgart-Leonberg / Germany

November 1995 - October 1997

Directed "Mini-Factory" with 80 employees producing electronic park

distance controls with cutting edge ultrasonic sensors for the automotive

industry. Direct reports included Process Development Engineer,

Maintenance Manager, Quality Manager and Production Supervisor.

. Quadrupled production output and reduced tact times to < 5 sec.

utilizing root cause analysis and design of experiments methods

leading to both, product and process optimization

. Mediated and improved post-acquisition relationships on all levels to

facilitate necessary interaction between Production and Product

Engineering for the joint development of the next product generation

. Balanced operational necessities of high volume series production with

ongoing process/product development activities through careful

supervision and strategic planning

Project Manager / MotoMeter AG

Operations Engineer Stuttgart-Leonberg / Germany

January 1992 - October 1995

Career start at company with 1000 employees producing electronic instrument

clusters for the automotive industry that later on was acquired by Robert

Bosch Group. Responsible for production process development and the

management of simultaneous engineering projects for new product

developments. Temporary assignments as Assistant of the Board of

Management.

. Launched 2 innovative instrument cluster projects for Volkswagen on

time, with start-up failure rates < 100 PPM and cost below target

through aggressive planning, stringent and structured follow-up as

well as positive communication even in difficult situations

. Planned processes and designed semi-automated assembly lines for high

(3000/day) and low (50/day) production volumes that significantly

improved material flow, productivity, manufacturing cost and quality

utilizing CAD software

. Introduced and implemented Design and Process FMEAs as part of the

Quality Management System improvement initiative

. Coordinated several cost analysis studies leading to more

standardization and a 15% cost reduction

Education:

University of Stuttgart October

1986 - December 1991

Master Degree in Mechanical Engineering (Diplom-Ingenieur)

German Air Rescue June 1985 -

September 1986

Civil Service in technical support for medical equipment

Mahle GmbH June 1984 -

February 1985

Industry internship including machining, forming, molding and designing

Fraunhofer Institute December 1988

- April 1990

for Production Technology and Automation (IPA)

Technical assistant work on process optimization studies with consulting

projects.

Professional Development:

Improving Operational Performance February 2008

Value Stream Mapping March 2006

Sparking Innovation and Creativity August

2005

Profit Building Strategies May 2005

7 Habits of Highly Effective People August

2003

Assertiveness Skills for Managers and Supervisors August

2003

Fundamentals of Finance for the Technical Executive

July 2003

Speech at VDA Technical Conference - IAA 2000 Commercial Vehicles

July 2000

Skills:

Languages German native speaker Computer Proficient at all

English fluent Microsoft Office

elementary applications and

French Internet

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@ ***********@*****.***

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