A brief introduction

 

I am a qualified expert in Mechanical and Process Engineering, specialising in Automotive Technology. My career to date has focused on the professional areas of establishing and securing operational capability based on standardisation and progressive excellence as well as coaching executives and teams at globally operating medium-sized companies. Most of my clients come from the automotive industry (Porsche, BMW, Volkswagen), the automotive supplier industry or medium-sized industrial production companies.

I now prefer to take on C-level interim management roles in the areas of COO, plant and production management, project management, development/engineering management and de-escalation. I mainly acquire such roles by contacting larger and globally operating medium-sized companies but I am also happy to discuss options with enterprises and groups of companies.
.

Operational Focus

  • Lean management and lean production with upstream standardisation and industrialisation
  • System-based project management and process optimisation
  • Gemba, “Hands-On in the Engine Room”; Kaizen/CIP/KVP
  • Operational HR structural development, coaching operational executives
  • De-escalation of supplier conflicts, plant relocation, security of supply
  • Technology development with accelerated cycles for series-production readiness

Jörg Tuschling - Interim Operations Manager

For almost 30 years I have been working with professional expertise and passion in the international operative technical management.

In 2016 I founded my company OES international GmbH and I have been supporting my clients as an Interim Operations Manager to master upcoming challenges with my expert knowledge since then.

The following mindset: “Success is best summed up in two words: DO IT.”

According to the original quote by J.W. von Goethe

My USP

My expertise and my many years of professional and life experience enable me to combine specialist and social competence at a high level and in perfect harmony. These skills are accompanied by a talent that I have developed over the years, namely my ability to act and make decisions based on my institution alongside facts, figures and data. My clients and colleagues consider me to be a pillar of strength as a senior manager who navigates through troubled waters with a trustworthy and exemplary approach, providing orientation, demonstrating feasible solutions and supporting their implementation.

OES stands for "Operational Excellence Solutions". My customers and business partners can rely on first-class operational solutions for the tasks entrusted to me.

Education & training

09/1989 - 09/1995
Diplom degree studies (equivalent to an M.Sc.) in Mechanical and Process Engineering, specialising in Automotive Technology Qualification: Dipl.-Ing.
Humboldt University, Berlin, Germany

05/1986 - 02/1989
Military service, non-commissioned officer
Panzerpionierbataillon 7 Pirna tank pioneer battalion

09/1984 - 04/1986
Apprenticeship as an Agricultural Machine Mechanic, Neustadt in Sachsen, Germany
VEB Kombinat Fortschritt Landmaschinen Berufsschule Dr. Theodor Neubauer vocational school

Areas of expertise

  • 30 years of leadership experience in Germany & abroad
  • COO; technical plant, location, profit centre, project & production management
  • Establishing operational excellence within the context of developing organisational excellence
  • Increasing overall equipment effectiveness (OEE)
  • SMED process optimisation for security of supply
  • Operational HR structural development: recruitment, integration & employee engagement
  • De-escalation across continents
  • Project management for de-escalation at the start of production
  • Establishing companies in Germany & abroad
  • Location development
  • Setting up plants & managing ramp-ups
  • Plant relocation

Methods

  • Lean & change management
  • KPI-based control loops
  • Gemba, “Hands-On in the Engine Room”
  • CIP/KVP/Kaizen; 5M/5Why; 5S
  • Methodical operational & technical coaching
  • JIT/JIS, SMED
  • Training, coaching & management of operational & technical executives
  • Didactics for knowledge transfer, moderation techniques & conversation techniques

Leadership skills

  • Entrepreneurial competence by developing competitive advantages
  • International competence by establishing communication structures for the internal & external interaction of management staff; specialising in Eastern, South-East & Western Europe
  • Time spent abroad:
    - Ukraine: 2 years
    - Hungary: 2 years
    - Romania: 3 years
    - Czech Republic: 1.5 years
    - Other destinations: China, Japan, Poland, Russian Federation, Sweden, Slovakia, Turkey, France, Austria, Italy, Great Britain, Bosnia and Herzegovina
  • Languages: English: fluent; Norwegian, Russian, Hungarian, Romanian, Ukrainian: basic skills
  • Operational HR competence
  • Team structuring, employee empowerment & identifying, promoting and supporting potential

Further management skills

  • Industry knowledge and professional competence based on acquired expertise and long-standing professional experience in the fields of automotive and industrial production
  • Restructuring and modern alignment of project teams and production plants
  • System expertise in the integration of online-based IT systems, for example Celonis data mining in combination with Lanner simulation at production hubs
  • Project-related technology development with accelerated cycles for series-production readiness
  • Intercultural competence in the synchronisation and optimisation of operational and technical units across countries, companies and departments

Further education & training

  • Change Professional / Change Management
  • Six Sigma Green Belt
  • Systemic Management
  • Facility Development
  • Intercultural Training (Japanese-East/Middle Europe)
  • Production Systems Development
  • International Logistics
  • International Project Management
  • Intercultural Training in Eastern Europe
  • Human Resources Management in Shift Operations
  • ITIL Foundation Certificate in IT Service Management

I place value on

  • Respectful and appreciative cooperation at and between all corporate levels
  • Knowledge and application of modern operational IT systems combined with a well-established wealth of human experience
  • An empathic and active approach to generation management

Projects & Successes

Project manager Quality Support

Focuses: Deescalation of the supplier. Quality support for the deescalation of a US-American automotive supplier for seating systems in the Czech Republic. Definition and implementation of quality control loops. Optimization of the interaction between the supplier and the OEM.

Achievements: Stabilization of the output quality in the customer factory and complete deescalation from level 2.

Project manager factory relocation and run-up support

Focuses: OEM direct support for the factory relocation of an automotive supplier from the USA to Germany to ensure the qualitative and quantitative delivery performance of rubber sealing systems. Relocation and empowerment of the departments production, HR, engineering, quality, logistics and maintenance.

Achievements: Start and development of a cross-departmental and cross-site master plan. Establishment of the management team at the site and tightening of responsibility structures for the project as a whole. Accelerated implementation of all work plans.

Factory manager in a German company in the Ukraine

Focuses: Construction of the new factory, qualification and auditing by the OEM. Ensuring the quantitative and qualitative run-up. Production and delivery of wire harnesses for several OEMs. Responsibility for the departments production, engineering, quality, SCM-logistics and HR (operational).

Achievements: Successful auditing and securing the supply of all brands and their locations. Global supply chain security. Establishment of customer management.

Site manager High Technology Development

Focuses: Development and assembly of solar, RFID and automotive technology. International customer management. Responsibility for the departments design, assembly, software, process and electronic development.
Achievements: Development of uniques and future technology for RFID and flexible solar cells ready for series production. Introduction of a professional customer service. Establishment of a resource planning for the matrix organization. Start of Lean Management.

Factory manager in a Japanese company in Hungary

Focuses: Factory management of the production and worldwide delivery of navigation and audio systems for several OEMs to all international factories. Responsibility for the departments production, engineering, quality, SCM-logistics and HR (operational).
Achievements: Reorganization and empowerment for the modern automotive industry. Deescalation in the direction of an OEM. Successfully securing the global supply of all brands and their locations. Global supply chain security. Development of customer management.

Head of profit center in a German company in Romania

Focuses: Restrukturierung des Werkes. Qualifizierung und Auditierung durch die OEM. Sicherstellung des quantitativen und qualitativen Hochlaufes. Produktion und Lieferung von Fahrwerkskomponenten für mehrere OEM. Verantwortung für die Fachbereiche Produktion, Engineering, Qualität, SCM-Logistik und HR (operativ).

Achievements: Restructuring of the factory. Qualification and auditing by the OEM. Ensuring the quantitative and qualitative run-up. Production and delivery of chassis components for several OEMs. Responsibility for the departments production, engineering, quality, SCM-logistics and HR (operational).

Taskforce Coordinator

Focuses: Taskforce-Coordination in the supply chain stabilization of a Chinese company. Production of wheels for transport vehicles of three suppliers for the worldwide factories of the group. Management and coordination of the international taskforce with group employees from the departments logistics, R & D, quality, service and purchasing.

Achievements: Securing supply to all factories worldwide, not a single failed product. Improvement of the internal and international interaction within the group and the task force. Development of the mid-term strategy for sustainable stabilization.

Project manager for logistics and production support

Focuses: TIR1-Lieferantenstabilisierung in einem japanischen Unternehmen. Fertigung und Entwicklung von Gummi-Dichtungssystemen. Befähigung der internen und externen logistischen Prozesse sowie Befähigung der Produktionsteams. Unterstützung des japanischen Managements bei der Stabilisierung der operativ-technischen Fachabteilungen Logistik, Produktion, Verfahrenstechnik, Instandhaltung, Qualität und Kunden- Projektmanagement.

Achievements: Securing quantitative delivery performance. Stabilization of production performance through the development and implementation of logistical control loops.

Supplier developer of a Chinese company in Italy

Focuses: Supplier development through industrialization support. Manufacturing of the fast charging component for an E-car model of an OEM in southern Germany. Revision and optimization of the production control plan, test templates and work instructions as well as qualification of the processes in the final assembly. Training of the operative production management.

Achievements: Preparation of the deescalation of the supplier.

Project manager quality and run-up support of a US-American supplier in the Czech Republic

Focuses: Support for a product launch. Support of the site management in stabilizing the departments quality, production, engineering and logistics. Coaching of the Czech launch team employees and the Russian launch team manager. Strategy consulting for the American management to stabilize the Czech factory.

Achievements: Development and stabilization of the process and product quality. Stabilization of the customer relationship in cooperation with the Czech team.

Project manager supplier development and HR support in a US-American company in the Czech Republic

Focuses: Supplier development for aluminium profiles. OEM protection for a German, Chinese and Austrian production factory. Restructuring of the interaction between the departments of production, logistics, engineering, quality, maintenance and central process engineering.

Achievements: Stabilization of the international supply chain. Increase in OEE from 52 % to 74 % and FTT from 77 % to 89 %. Training and motivation of the operational management team in the Czech Republic.

Contact

Nehmen Sie unverbindlich mit mir Kontakt auf. Gerne sende ich Ihnen mein ausführliches Managerprofil zu.

Send your message

Wir verwenden Ihre Angaben zur Beantwortung Ihrer Anfrage. Weitere Informationen finden Sie in unseren Datenschutzhinweisen

+49 173 1990679
info@oes-international.de
Jörg Tuschling
oes international GmbH
Kramberg 27
37120 Bovenden
Germany