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Career path

Professional successes

Interim and reference projects

Interim and reference projects

  • 06/2019 – 08/2019 Coaching of the individual Team members in Lean and supporting the plant management in restructuring at the Austrian headquarter for holistic lighting solutions
    • Coaching und mentoring of the production managers and foremen in lean-pricipals like process optimization, material flow, stock reduction, shopfloormanagement / supporting of the plant management in the production area for improvement of safety, healthness, quality, on time delivery, productivity
  • 10/2018 – 04/2019 Production management at German production site of a hydraulic cylinders and -systems manufacturer
    • Future-oriented organizational development / Definition and implementation of measures and actions to achieve the goals of OEE, employee productivity, quality and delivery reliability / Introduction of shop floor management
  • 03/2018 – 09/2018 Site management at German production site of a filter and filter module manufacturer
    • Implementation of the acquired new projects / Optimization of existing machinery and processes / Ensuring the quality requirements of the automotive industry / Improvement of productivity / Turning the results from minus to plus
  • 04/2017 - 09/2017: Production management of the north German site of a wind turbine manufacturer
    • Significant and sustainable improvement of the organization of processes and process flow as well as the motivation and the internal and external communication of "Production Rotorblade-Center" at the site
  • 07/2016 - 02/2017: Coaching and support of the plant management for carwash chemicals part of a medium-sized producer of vehicle wash equipment
    • New construction of storage area and rebuilding of production area / Commissioning new and replacing existing equipment / Insourcing of external production / Standardizing operations / Implementing lean philosophy / SAP introduction
  •  03/2015 - 09/2015: Plant manager of a German manufacturing site of the Metal Forming Division, part of an international steel company
    • Optimization of process, process flow, material flow and logistic / Restart and living of continuous improvement / Improvement of employee efficiency and EBIT
  • 05/2014 - 12/2014: Director operations of the North German manufacturing site, part of a listed US-based Corporation (pumps and systems)
    • Make lean production alive / improvement of KPIs and result
  • 10/2013 - 02/2014: Plant manager of a German manufacturing site, part of an international automotive supplier (Metal Forming, Hot Stamping, Tailored Tempering, Assembling)
    • Turnaround of quality, productivity, personal costs and EBITDA / Change of Mindset / Sustainability in production system / Development of future scenarios
  • 03/2012 – 12/2012: Filling a vacancy gap as production/manufacturing engineering manager of a german manufacturing site, part of a listed US-based Corporation, supplier of the vehicle industry
    • Promotion of the team spirit in the manufacturing engineering team / Improvement of cooperation with production/logistic / Restart of the new company philosophy like Toyota Kata / Troubleshooting in a major prestige project.
  • 05/2011 – 03/2012: Filling a vacancy gap as plant manager of the dutch manufacturing site, part of a listed US-based Corporation, supplier of the vehicle industry
    • Reintegration of the dutch site into the concern / Reestablishment of the team spirit in the management team / Restart of the new company philosophy like Toyota Kata.
  • 12/2010 – 01/2011:Interim application for consultancy with car supplier (Interior)
    • Support of the advisers team in analysis and realisation in the operational area and stock reduction.
  • 12/2010: Troubleshootingwith car supplier (Welding / Metal Forming)
    • Coordination, motivation and support / instructions of the project team members to guarantee the carrying out in time of two projects and the SOP.
    • Introduction periodic appointments and systematic problem solution process.
  • 12/2009 – 12/2010: Interim actions at small enterprise from steel branch
    • Coaching:Standardisation of the processes and process expiries, Implementation 5S und KPI > Recieving – storage – blank – shipping.
    • Expiry optimisation and structural optimisation in the production: Recieving – storage – blank – shipping.
© 2021 Andreas Stockinger