Interim Manager for Production Facilities
I am Ralf Wiege, interim manager.
In this position I temporarily manage production plants or even larger factories – automotive, metal or plastics processing, technical textiles and much more.
Whether as plant manager, COO or CEO: change/lean, project management and process analysis are some of my tools!
Profound knowledge and leadership expertise, 27 years in the automotive industry and 12 years in technical textiles – my contribution to your problem solving! Together with your team, I will get your project to the finish line! All-in-one project planning and implementation – technical, commercial and educational qualifications are my personal basis.
Interim Manager for Production Facilities
I am Ralf Wiege, interim manager.
In this position I temporarily manage production plants or even larger factories – automotive, metal or plastics processing, technical textiles and much more.
Whether as plant manager, COO or CEO: change/lean, project management and process analysis are some of my tools!
Profound knowledge and leadership expertise, 27 years in the automotive industry and 12 years in technical textiles – my contribution to your problem solving! Together with your team, I will get your project to the finish line! All-in-one project planning and implementation – technical, commercial and educational qualifications are my personal basis.
Interim Manager for Production Facilities
I am Ralf Wiege, Interim Manager.
In this position I temporarily manage production plants or even larger factories – automotive, metal or plastics processing, technical textiles and much more.
Whether as plant manager, COO or CEO: change/lean, project management and process analysis are some of my tools!
Profound knowledge and leadership expertise, 27 years in the automotive industry and 12 years in technical textiles – my contribution to your problem solving! Together with your team, I will get your project to the finish line! All-in-one project planning and implementation – technical, commercial and educational qualifications are my personal basis.
My Method
My Motto:
The team is in focus! Significant increases in efficiency and impactful, stable process changes are team work! They require the cooperation, identification and, above all, the initiative of a motivated production team!
My Assets:
- Move and Change: Productive change, movement and dynamics fascinate me.
-
People and Be-Positive: Leadership and collaboration, shared success? – For me, this is absolutely linked to trust, appreciation and 100% confidence.
-
Wide View: Variety and a holistic approach characterize me.
My Top 5 Principles:
- Analyzing the problem – identifying the causes – taking action!
- Winning the team over to the NEW
- The shopfloor is my arena
- Reporting, tracking, KPIs– essential as control tools for the plant team
- Controlling as a sparring partner
References (Selection)
Project as Factory Manager:
Troubleshooting Production Stability and Environmental Technology
Outdated plant technology had led to a dramatic reduction in production capacity. I personally took over the management of the authorities, developed a transition concept with the plant team and we corrected the investment planning.
Project as Chief Executive:
Turnaround and Customer Trust
Work and planning processes that had remained unchanged for years as well as an accounting approach that fell short in commercial terms had led to significant losses and the withdrawal of customers. The implementation of the controlling concept and the divisional income statement together with targeted recalculations and process optimization brought about a turnaround.
Project as Production Manager:
Quality Deficits and Staff Shortages
The task was aimed at increasing the quality and raising the flexibility of production employees. Three special quality programs and cross-border training helped to significantly improve quality and reduce downtime.
Project as Technical Director:
Turnaround and Reorganization of Customer Projects
Unsatisfactory results in previous years resulted largely from a considerable lack of transparency in the project handling. I implemented a professional project management system. In addition, we arranged to get our best experienced mechanics into the project leader positions.
Project as COO:
Relocation of the Production Line and Site Closure
As part of an international merger, a completely outdated foreign facility had been taken over. The planning and implementation of the targeted relocation of production to a sister site, the personnel program and contractually agreed dismantling of the buildings had to be managed.