Markus Vock

Reported to Division President. Responsible for Safety, Quality,
Productivity, Equipment Engineering ,and all Continuous Improvement activities in Division ( OpX, Lean / Six Sigma, etc ).The business consisted of 7 business units located in 3 countries, 600 employees, and Sales were approximately $200 Million.

· Placed and coached new business unit leadership teams.

· Established product value streams with 100%+ productivity improvement.

· Implemented PFMEAs and established process controls.

· Implemented Gemba Management Process to support change activities on shop floor.

· Built team of lean practitioners, facilitate training, and organize projects.

Reported to Head of CBS worldwide. Supported Hoshin Kanri process on division level and coached plant leadership teams in building strategies to meet performance goals.

· Facilitated strategy events (Hoshin Kanri) with executive corporate leadership teams.

· Established transformation plans with plant leadership teams.

· Facilitated Value Stream Events with plant leadership teams and shop floor operators.

· Established structured KPI system and Gemba Management Process in Finance.

· Build a team of local lean specialists to support change activities.

Reported to Vice President of Operational Excellence .Responsible for leadership and development of transformation plan to support yearly productivity targets. Responsible for 3 plants Mississippi.

· Developed transformation plans with plant leadership teams.

· Facilitated monthly policy deployment report outs.

· Implemented PFMEAs and improved first pass yield by 20%.

· Implemented MDI (management of daily improvements).

· Facilitated safety events to enable company to world class RIR.

Reported to Vice President of Operations. Contract assignment to improve facility in Denver CO with support of TBM Consulting.
· Facilitated Lean Six Sigma projects and established process controls.

· Established Maintenance Organization and PM system.

· Partnered with TPM consulting company to improve FPY of circuit board manufacturing.

· Established daily Gemba Management Process.

Reported to Plant Manager in Albertville AL, responsible for leading value stream improvement activities.

· Facilitated Value Stream Events and established transformation plans.

· Supported Maintenance Excellence activities.

· Established process control plans and facilitated monthly action teams.

· Supported world class RIR (recordable incidents rate) of 0.3.

Reported to CEO of Daimler Chrysler, responsible for restructuring 2 manufacturing facilities with 600 employees.

· Transformed 2 bus manufacturing facilities to lean organization.

· Implemented DaimlerChrysler Production System.

· Establishment of teamwork and team lead concept.

· Partnered with regional union leadership and implemented operating system.

Reporting to plant manager of a plant with 1200 employees, responsible for all lean activities and implementation of operating system in manufacturing and administration.

· Establishment of lean manufacturing department.

· Development and hosting lean, problem solving and production system training for 1200+ hourly and salary personal.

· Coordination of 200+ Kaizen events in manufacturing and transactional areas.

· Development and implementation of Daimler Bus Operating System.

· Lead auditor for the implementation of the Bus Operating System in plants in Germany, Turkey, Spain, Poland, France, USA and Canada.

· Developed Lean Leadership Program.

Selected to be a project member on the reorganization of a 1200 employee production facility with the support of 5 Mckinsey Lean Consultants. Goal of the 60 Mill Euro project was to transform a mass production facility with line sided material to a high flexible lean facility with new logistic processes and a target takt time of 60 minutes.

My responsibilities in the project:

Development and establishment of communication plan/processes to communicate project progress and milestones to the 1200 employees in the plant.

Planning of new production areas in doing Kaizen workshops and determination of future requirements.

Technical planning of finish line areas within my expertise from automotive.

Leading kaizen workshops to support plant transformation process.