How I work
My many years of in-depth know-how allow me to quickly and purposefully reach a working plane with my clients. I can set people in motion, whether as a consistent decision-maker or a sensitive supporting partner. I always proceed methodically, observing the following steps:
- Work out and define the direction
- Extract the procedural and personal challenges and objectives
- Establish and fine-tune the key performance indicators (process and results) to oversee the direction and the result
- Analyse the project area to identify the position
- Determine the approach
- Adjustment and final approval of contract
My portfolio includes four different types of projects:
- Interim management
- Rationalisation projects
- Change management
- Introducing lean management (all organisational areas)
1. Interim management
I will take on management-related tasks for a pre-defined period; generally, this is until a successor has been found or a department has been reorganised. The approach is based on the task at hand, which is why I will select various approaches with the client, as required. It might be necessary to use a top-down approach, involve employees or, in accordance with dynamic, robust leadership principles, to proceed within networks, making careful use of the Toyota management system. The focus of this task is to take over an established management role.
2. Rationalisation projects
A rationalisation project requires consistent decision-making behaviour. The objectives and specifications to be established all have to be incorporated. Therefore, it is crucial to act within the specified framework, and decision-making must be consistent, from both a procedural and a personal standpoint. The focus is on financial objectives.
3. Change management
Together with the client, I establish a target vision; in other words, a process-oriented description of the area being observed looking forward two to three years. We use this as the basis for management behaviour and compare it to the current situation. This delta is used as the basis for the mandate to drive the work system with impulses, triggers or interventions so that it moves in the desired direction and changes as wished. In this approach, the focus is on the work system and the people.
4. Introducing lean management (all organisational areas)
The introduction of lean management involves familiarisation with and training in useful and effective tools and implements to achieve a defined next improvement step or target vision. The tools have to result in added value for the objective and are adjusted so that they support the achievement of the objective. In lean management, the focus is on the appropriate application and use by people.