• Strategic consulting and project implementation with top consultancies such as Berylls, EFESO-ROI
• Expertise in task force management, development of organisation/meeting structures and change management,
• Project manager and consultant for the introduction of lean / performance and process control systems (KPI Managed Plant) and management coaching
• Definition of KPIs and report preparation by Microsoft Power BI
• International management experience up to 550MA
• Strong expertise in optimising processes, lines, and infrastructure both in manufacturing and between company departments
• Professional experience in systematically identifying the root causes of productivity losses and identifying the key levers to unlock savings potentials
• Introduction and successful development of the Manufacturing Execution System
• Industry experience: Automotive: door panel assembly (laminating), glass roof assembly, PCBA exterior and interior mirror assembly, metal fabrication

Customer: BMW, Volvo, Mercedes Responsible for production, HS & E, work preparation, logistics, quality assurance, LEAN and Launch Management. Management of a cost budget of EUR 30m, leadership of 330 Direct MA and 5 Indirect MA.6 Direct Report (2x Prod, Log, Q, AV, Inst.) Most important achievements:
•Implementation of the new training concept for the team leaders
•Optimizing the logistics concept thereby 10% logistics personnel reduction
•Successful outsourcing, product, and line relocation to create 150 m2 of space for the new line
•Successful and continuous optimizations of the production lines, OEE increase from 85% to 90%
•Successful de-escalation
•Successful introduction of Lean standards, rejection reduction from 2% to 0.9%
•Realization of internal efficiency gains through workshops

ZF TRW;Location:Radolfzellam Bodensee, Germany Customer: VW, Audi, Ford Responsible for production, HS & E, work preparation, logistics, quality assurance, LEAN and Launch Management. Responsible for the successful VW ESD audit of the factory. Management of a cost budget of EUR 50 million, management of 140 direct MA and 25 indirect engineers, TL, Technical Workers. 6 Direct Report (2x Prod, Log, Q, AV, Inst.) Most important achievements:
•Successful introduction of the HS & E, ESD (Electrostatic Discharge) audits on site
•Preparation and support forthe DQS Audit, (ISO 16949) Environmental Management Audit, Energy Management Audit etc.
•Successful hall layout, logistics process and line optimization, to avoid too much handling.
•Further development of 5S and LPA in the production
•Successful introduction of Total Productive Maintenance, minor stop reduction +2% OEE increase
•Successful OEE increase from 80% to 85%
•Successful outsourcing, product and line relocation due to new p

Electric, Glass RoofRolloElectric) BOSAutomotive;Location:Mosonszolnok, Hungary Customers: middle- and upper-class OEM and luxury cars, such as Audi, Bentley. Responsible for the production, HS & E, work preparation, logistics, quality assurance, LEAN, Launch Management factories, machinery and maintenance. Managing a cost budget of EUR 20 million. Full supply chain responsibility for 21 factory products. Management of 160 Direct MA and 25 Indirect Engineers and Indirect Workers. 6 Direct Report (2x Prod, Log, Q, AV, Inst.) Most important achievements:
•Implementation of the pull principle in production
•Introduction of the first JIT / JIS delivery (Audi A8), as a customer of the BOS Group
•Introduction of a teamwork structure into production
•Adjustmentof all costs in crisis years 2008 and 2009 within 4 months
•Introduction of new technologies, eg. Glass bonding, and products, e.g. Moon roof system, for the BOS Group and successful operation / guidance up to series production
•P

Customers: Mercedes (S-Class) Responsible for production (lamination), HS & E, logistics, quality assurance, LEAN. Management of a cost budget of EUR 10 million. Leadership of 550 Direct MA. 2 Direct Report (2x Prod.) Most important achievements:
•Successful start of the green field Seton Hungary in Pápa
•Introduction and training of about 20 - 30 employees in the production per week over more than 6 months
•Successful start to mass production of more than 16 different products at the same time
•2 times a month workshop that always lasted 3 days.
•Introduction and further development of the balanced line production, Poke-Yoke, 5S, self-control, Kaizen, Pull System
•Increase the capacity of all lines within 6 months to support the customers (second provider failed 8 weeks before SOP)
•Reduced number of employees through workshops from 550 to 300 production workers
•Continuous optimization of production lines in terms of quality and performance. Scrap reduction from 10% to 1%
•I

One of the first 10 developers in Hungary. Responsible for the V6 and R4 Otto engines. 5.5 years of design experience with Pro-Engineer. Most important achievements
•between 2003-2005 member of the Global Engine Project. (new R4 generation)
•Successful development of components for the new R4 engine generation. Investigation of new packaging technologies
•Support of product definition and concept generation
•Contact with suppliers to discuss design issues
•Support of qualification of parts