operational excellence

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

2015-2016 : implementation of a TBO (team based organization) in a
                     1.000+ staff automotive assembly plant in CEE including
                     visualization 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 improve-
                    ment of quality and efficiency based on facts, data, root causes
                    and improvement plans.
                    Result: customer complaints reduced by -20%

2011-2012 : implementation of Oliver Wight Class A in Planning & Control
                    processes (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 Oliver Wight 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 Oliver Wight Class A in Planning & Control
                    processes (IBP / S&OP) in a 200+ staff automotive plant in
                    Austria. Organizational and financial turnaround. 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.

STABER LEAN roadmap 1 text
STABER team based organization
STABER LEAN-defect-pareto-board
STABER IBP-LEAN
STABER WKO-Ehrung-Nov2010_097