Staber Hans Peter

2016-2018: implementation of an “Operations System” for a
                   German Automotive Tier 1 supplier. Devised the
                   roadmap, ressource and project plan; selected and
                   coordinated external support.

2015-2016: implementation of a TBO (team based organization)
                   in a 1.000+ staff automotive assembly plant in CEE
                   including visualisation and shop floor management.
                   Result: OTD improved to >95%; customer claims
                   reduced by 2/3

2013-2015: implementation of LEAN Manufacturing for a global
                   industry in plants in CEE and China. Visualization,
                   tracking and improvement of quality and efficiency
                   based on facts, data, root causes and improvement
                   plans.
                   Result: customer complaints reduced by -20%

2011-2012: implementation of Class A in Planning & Control
                  (IBP / S&OP) in a 1.000+ staff automotive plant
                  in CEE. Segmentation of business and capacities
                  by product lines and creation of 18 months rolling
                  forecasts by product line.
                  Result: stabilization of business forecasts, capacities
                  and material supply. Optimization of asset utilization
                  and avoidance of unnecessary CAPEX.

2002-2003: implementation of Class A in Planning & Control
                  processes (IBP / S&OP) in a 600+ staff automotive
                  plant in Germany. Organizational and financial
                  turnaround.
                  Result: stabilization of business forecasts, capacities
                  and material supply. EBIT improved from 6% to 11%
                  and operating Cash Flow tripled to 14% of sales.

1996-1999 : implementation of Class A in Planning & Control
                processes (IBP / S&OP) in a 200+ staff automotive
                plant in Austria. Organizational and financial turn-
                around. Thereafter extending the project to become
                the first plant recognized for Oliver Wight
                “Operational Excellence” (~EFQM) in Austria.
                Result: EBIT improved from 0% to higher double digit
                numbers. Sales doubled in 5 years with constant
                headcount. The plant became the benchmark within
                the group and was recognized as one of the leading
                companies of Austria.

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