Stefan Hölzl – Interim Management
Project list Stefan Hölzl
(Selection)
Projekt list Interim
Manager Stefan Hölzl
Project objective: Complete realignment of the unit to ensure sustainable competitiveness.
Project duration: 09/2001 – 05/2004
Position: COO
Company: Knorr-Bremse Systeme für Schienenfahrzeuge GmbH: approx. 100 employees with direct project involvement, 20 Mio. € Turnover
Tasks:
- Reaching the break-even point within the project duration.
- Definition and implementation of all measures to ensure the long-term competitiveness and viability of the division.
Actions:
- Integration of all employees in the project. Ensuring transparent regular communication with clear targets and monthly comparisons target vs. actual.
- Comprehensive program to reduce costs, including the relocation of a production site, the restructuring of the sales department and a massive reduction in quality costs through product improvements.
- Increasing sales in high-margin segments by setting up a new service center and increasing aftermarket competence.
Successes:
- Staff reduced by 17% during the project period, with initially constant sales volume, later significant sales volume increase with stable management team size and composition.
- Increase in HKI margin from 18 to 25%; operating break-even achieved as planned.
- Reduction in inventories by approx. 40% with simultaneous improvement in delivery reliability by approx. 25% points.
- Significant improvement in quality level to Group-internal benchmark level
Project objective: New factory with a demoralized and insecure workforce to become more productive and stable.
Project duration: 06/2012 – 12/2012
Position: Product Group Manager
Company: Voith Turbo GmbH, 500 employees, 120 Mio. € Turnover in the Product Group
Tasks:
- Eliminate uncertainty among the management team and employees, create confidence.
- Increase operational performance in several key areas (delivery reliability, inventory levels, operating result).
- Improve cooperation with a joint venture of the product group in China, short term start of production at the Chinese site.
Actions:
- “Walk the Talk” – intensive exchange with all managers and employees, especially “on the store floor”; intensive analysis of performance-inhibiting causes.
- Short-term replacement of a toxic, performance-inhibiting manager in a critical role.
- Fundamental change in internal communication: inclusion of managers and the works council in planning and strategy development, monthly information rounds for all employees, open approach to problems, but also joint celebration of successes.
- Definition and implementation of sustainable process improvements tailored to customer expectations.
Successes:
- RoS improved from 5% to 10% within 6 months.
- Inventories reduced by approx. 15% within approx. 3 months.
- Production started at the joint venture site in China within 6 months.
Project objective: Increasing the efficiency of the supply chains in all divisions of the Group (Automotive OE and AM, Industrial)
Project duration: 08/2018 – 05/2020
Position: SVP with reporting line to the Executive Board
Company: Schaeffler Technologies AG, 90.000 employees, 14 Mrd. € Turnover
Tasks:
- Benchmarks for classifying the performance of the supply chains and identifying potentials.
- Entry into the strategic segmentation of Schaeffler supply chains, better alignment with customer requirements
- Definition of supply chain optimization projects
Actions:
- Participation in the development of a suitable project team
- Selection and management of external project supporters and consultants.
- Training of project participants in all divisions on the topics of supply chain standards, reference models and strategic segmentation.
- Implementation of the pilot projects
Successes:
- Supply chain optimization programs defined and launched in all divisions within approx. 18 months.
- Continuation ensured at division level after the end of the project.
Project objective: Solve field problems with the product as fast as possible and restore customer confidence.
Project duration: 08/2007 – 08/2008
Position: Head of Business Unit / „Center of Competence “
Company: Knorr-Bremse Systeme für Schienenfahrzeuge GmbH, approx. 300 employees in the Business Unit, thereof approx. 50 employees with direct project involvement, 150 Mio. € Turnover
Tasks:
- Permanently eliminate a critical quality problem with a product and the associated operational disruptions.
- Restore lost customer confidence.
- Ensure that the delivery stop is lifted, avoid negative effects on and opportunities for the group of companies in Japan.
Actions:
- Intensive analysis of the root causes of damage on site in close cooperation with the customer.
- Use of the relevant methods from the “Six Sigma toolbox”, e.g. “5 Why” and FMEA.
- Development and implementation of the necessary product improvements in a Japanese / German team
- Monthly status reports to the customer, usually with personal presence
Successes:
- Problem solved to the full satisfaction of the customer, regained trust is made public by the customer’s manager.
- Delivery approval regained, future market opportunities in Japan preserved.
- The solution developed is also more practical and cost-effective than the original situation.
Project objective: Short-term improvement in liquidity
Project duration: 06/2020 – 12/2020
Position: COO
Company: Bochumer Verein VT (BVV), rail vehicle industry supplier for wheelsets and low floor streetcar bogies, 800 employees, 200 Mio. € Turnover
Tasks:
- Reduction of working capital
- Definition of a restructuring concept that can be implemented following the project.
Actions:
- Establishment of a project team with clear tasks and “SMART” defined area targets as well as a reporting tool for inventory tracking; training of all employees in inventory and working capital-related topics.
Successes:
- Improvement in liquidity by approx. EUR 15 million within 6 months
- During this period, reduction of inventories by approx. 20%
- Restructuring concept developed and approved by the shareholders, start of implementation in the following year as CEO of the company
Project objective: Enable young managing director/entrepreneur to avoid critical personal overload.
Project Duration: 01/2023 – 04/2023
Position: Personal Coach / TAB Peer Board Moderator
Company: Innovative small mid-sized company in the high-tech sector
Tasks:
- Self-overload of a young, motivated entrepreneur/managing director with critical dimensions must be avoided.
- Entrepreneur requests support in defining and implementing suitable measures.
Actions:
- Personal Coaching
- Together with the managing director and supported by a TAB entrepreneur board, suitable measures are defined, such as increased delegation, optimizing the management structure, creating more space for personal autonomy.
Successes:
- Workload reduced to target value within a few weeks.
- Change is sustainable and leads to greater satisfaction for the entrepreneur.