Hansgerd Morat

– Business Review for the identification and implementation of operational excellence and productivity improvement measures (Production, Maintenance, Laboratory, Lean Management, GMP) at five plants of the group in Germany

– Business Review and Analysis for the development of additional operational excellence improvement actions (Quality Management, Continuous Improvement, Lean Management, Change Management, Quality Assurance, GMP) for the main construction site of the the world's first green steel plant in Sweden

– Design and implementation of a Project Management Office (PMO) in the plant, set up and installation of a specific risk management process, with risk register and policy, regular risk register reviews with senior company management, installation and review of project cost and project schedule with Steering Committee and project team members

– Development, PMO implementation and coaching of six performance improvement teams (scope management, work efficiency, bookends, culture and organization, turnaround cycle extension, new ways of working) in two refineries; establishment and completion of turnaround improvement walks with contractor companies

– Implementation of to be operations processes in the maintenance, HSE and quality departments (coaching of managers and supervisors), Operational Excellence, Shop floor management, HSE management, Lean, 5S, supply & contractors, asset classification, maintenance equipment strategies, cost and performance management

– Development, Translation, Recording in two languages (french and german) and Training (MS Teams) of the employees on standard production and maintenance work processes and management system elements (plans, meetings, reports) for the company's plants in Switzerland, Germany and France

– Business Review of the Service Organisation of the Company Division in Austria, Organisation Structure Analysis, Customer Analysis by Customer Segment and Work Type, Review of Suppliers and Supplier Cost, Temporary Worker and Cost Review by Branches, Development of an Action Plan for the Cost Reduction and Profitability Improvement of the Austrian Division

– Business Review and Analysis for the development of an operational excellence improve-ment plan (Continuous Improvement, Lean Management, Change Management, Quality Assurance, GMP, Kaizen, TPM, 5 S, Shopfloor Management) for the main manufacturing site of the company in Canada

– Design and implementation of to be processes in the maintenance and production department (coaching of production and maintenance managers, Operational Excellence, Shop floor management, GMP, Lean, Kaizen, 5S, supply & contractors, asset classification, reliability engineering, maintenance equipment strategies, cost and performance management, production management

– Review of the existing processes and development of to be processes in the production departments of several plants of the group (GMP, Shopfloor Management, 5S, Operational Excellence, Lean, Kaizen, Gemba, TPM, TQM, supply & contractors, business plans 1 and 3 years, reliability engineering, spare parts, maintenance equipment strategies, cost and performance management, production management)

– Business Review and Analysis for the development and implementation of an operational excellence improvement plan (Lean, GMP, Kaizen, TPM, 5 S, Shopfloor Management) for the two chemical plants in Belgium and France

– Design and implementation of to be processes in the maintenance and production departments (work management, training and coaching of maintenance and production managers, operational excellence, shopfloor management, GMP, Lean, 5S, TQM, TPM, supply & contractors, maintenance business plans 1 and 3 years, reliability engineering, spare parts, maintenance equipment strategies, cost and performance management, production management, shutdown management

– Design and implementation of to be processes in the maintenance and production department (work management, coaching of production and maintenance managers, operational excellence, shopfloor management, Lean, GMP, TPM, TQM, Kaizen, 5S, supply & contractors, maintenance business plans, reliability engineering, maintenance equipment strategies, cost and performance management, production management)

– Responsible for the PMO design and implementation for the company's country subsidiary together with Senior Management Team, PMO Manager and 26 Project Managers– Training and coaching of PMO Manager and Project Managers, Operational Excellence, GMP, Lean, 5 S, TPM

– Responsible for the Supply Chain/ Warehouse/Logistics Management Review together with three Management Consultants at client's company four main sites– Development of an operational excellence roadmap (TQM, Lean, 5 S, Kaizen) covering the next three fiscal years

– Responsible for the process implementation and reorganization of the mobile maintenance department in a gold mine

– Responsible for the development and implementation of a Business Continuity Management System (BCMS) at the company's UK sites.

– In charge of the project management and working together with the plant department managers as project team members for improving the plant's productivity and achieving cost reduction in the different plant departments (production, maintenance, distribution, logistics, customer service).

– Responsible for the Engineering Department Review and Capital Project together with two Management Consultants– Position of the Interim Engineering Department Manager.

– In charge of the project management and working together with the plant department managers as project team members for improving the client plant's productivity and driving out cost in the different plant departments.

– Responsible for the review of the as is Permit & Approval, Environmental and Socio-Economic, Community and Government Relations Processes together with two Management Consultants.

– Completing the Mine Operations and Supply Chain Review and Project together with two Management Consultants.

– In charge of the Design and Implementation of a Management Operating System required for the re-startup of the gold mine (operations stopped by Soviet Union owners in early 1990's) together with one Management Consultant and Department Managers as Project Team members.

– Responsible with three Management Consultants for the development and implementation of the business processes for the different mine departments (mine start up), the organization structure and the management operating system.

– Together with two Management Consultants responsible for the development of a productivity improvement plan and a mine specific management operating system.

– Responsible for the project management and working together with two management consultants and the plant department managers as project team members for improving the client plant's productivity and driving out cost in the different plant departments.

– In charge of the review of the existing management and organization structure, analysis of the as is business processes

– Responsible for the overall project management and working together with the airline department managers as project team members to increase the airline's operations in France and to improve the ground operations activities in Spain

– Responsible for the project management and working together with the department managers as project team members to increase the aircraft outfitting productivity and to implement formalized business processes in the production area – Design and implementation of new business processes (Introduction of a Phase Concept) to enable the aircraft outfitting work for a higher number of aircraft completions than in previous years due to increased customer demand (increase of e – Coordination of all outfitting related activities (engineering – aircraft delivery to the customer) of permanently 4 aircrafts in sequence – Development and implementation of processes and procedures referring to Operational Excellence methodologies (5 S, Lean, Shop floor Management, Kaizen, TQM) – Budget, Schedule, Human Resources and Quality responsibility for the aircraft in the outfitting process (160 Mill. Euros) – Change Management (Stakeholder Analysis and Management, Training and Coaching, Change Catalyser Network)