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Jost bierbaum

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Jost bierbaum

  1. 1. Jost Bierbaum 162 Grand Way Cell: (205) 473 5238 Talladega AL, 35160 e mail: Jostbierbaum@gmail.com SUMMARY A strong bilingual General Manager / Plant Manager with a proven track record of effective leadership, program management, profitability, and growth in the automotive industry in the US and Europe. Well rounded in the American and European culture, with solid experience as Tier one and Tier two supplier. CAREER HIGHLIGHTS WKW Erbsloeh Automotive WKW Erbsloeh Automotive is a leading supplier of exterior aluminum trim parts for automobiles. WKW offers the complete program - from material alloy to molding and extruding of semi-finished products all the way to mechanical processing and surface finishing. General Manager WKW Erbsloeh North America LLC Pell City, AL August 2014 - Current  Restructured organization and implemented key performance indicators (KPIs).  Reduced customer backlog by 38 % during the first 8 months.  Improved first time yield from 58% to 68 %.  Established preventative maintenance program which improved machine availability by 17 %.  Implemented lean production system and procedures including supply chain planning, built-to- schedule tracking, and daily overall equipment efficiency (OEE) reviews.  Built and bonded a cross-functional team throughout production, quality and customer service – planning, and program management.  Established a local supplier set for materials and equipment which improved inventory, lead time, and cost.  Set up a performance based compensation system.  Established a plant wide training program throughout all levels of operations.  Reduced turn over from 48% to 25 %.  Developed and implemented a standardized and transparent reporting system to German headquarters.  Prepared presentations and lead customer meetings on OEM, and Tier levels.
  2. 2. Jost Bierbaum 2 Eissmann Group Automotive Eissmann Group Automotive is a high quality supplier of automotive interiors for virtually all OEMs in the premium segment. Their portfolio encompasses trim components includes center consoles, instrument panels, armrests and door assemblies, complete interiors as well as combined operating elements such as gear knobs, handbrake gaiters and shifter systems, and driver airbag covers. President - General Manager, Eissmann Group Automotive North America Inc. Pell City, AL July 2008 – August 2014  Optimized plant output in 2009 to preserve profitability amidst economic downturn.  Expanded Pell City plant three (3) times to accommodate new customer demands, managed the completion of all three phases ahead of time and under budget. Grew operation from 80 employees to 350.  Moved Mexican operation into new facilities in time and on budget, grew Mexican operation from 60 employees to 380.  Increased bottom line profitability in both plants by implementing TPS.  Started sales and engineering operations in Troy MI  Acquired profitable and high profile new customers like Chrysler, Tesla, and GM.  Established and led program management teams in all North American locations  Implemented lean production system and procedures.  Bonded a cross-functional team throughout production, quality, and program management.  Developed local supplier’s for equipment which improved lead time, and cost.  Established a plant wide training program throughout all levels of operations.  Reported all KPI’s transparent and standardized to German headquarters.  Established reference parts with OEM and Tier customers. Vice President Sales and Program Management Eissmann Group Automotive North America Inc. Pell City, AL September 2005 – June 2008  Startup of Eismann’s first North American production facility in Pell City, including budgeting, business planning, site selection, construction, and line transfer.  Established customer relationships with purchasing, program management, quality, and production.  Acquired, developed, and launched 3 additional projects during first 6 months of this assignment  Built and trained local program management team  Exceeded budgeted sales goals by 100% within the first three years.
  3. 3. Jost Bierbaum 3 Key Account Manager Eissmann Group Automotive Bad Urach, Germany January 2002 – August 2005  Established relationship and secured the first Eissmann contract in the UK, developing and supplying shifter knobs for Jaguar  Established relationship with Mercedes Benz and developed this into Eissmann’s largest account.  Developed and grew Mercedes Benz business unit, including sales, program management, product engineering, and quality teams  Secured first North American business, which led to Eissmann’s expansion into North America. Account Manager Eissmann Group Automotive Bad Urach, Germany January 1999 – December 2001  Face to the customer for Volkswagen, the biggest Eissmann customer at the time  Secured several new programs and grew sales by 20% as Volkswagen key account manager  Acquired and checked RFQs  Calculated new projects, prepared budget plans, milestones, project timing etc.,  Initiated and led kick off meetings  Negotiated contract pricing, long-term contracts, tooling cost etc.  Led annual budget planning and rolling forecast for VW account  Maintained sales database in AS 400 based PPS system Heider Leder International operating Leather trading company Sales Manager Heider Leder Weismain, Germany January 1996 – December 1998 Sales Manager  Extended customer base, increased annual sales by more than 200 %  Scheduled production at specific suppliers  Developed new leather types that contributed to the significant sales and customer increase.
  4. 4. Jost Bierbaum 4 Melchinger Ledermoden Manufacturer of garment & glove leather as well as leather fashion Operations Manager Melchinger Ledermoden Metzingen, Germany June 1992 – December 1995  Overseen and scheduled production  Developed new leather types and color´s  Managed sales and developed customer base.  Increased efficiency to achieve a 400 % increase in sales / production with nearly the same number of employees Lederfabrik Hoffmann Manufacturer of high quality shoe upper leather Finishing Engineer Lederfabrik Hoffmann Viersen, Germany September 1991 – May 1992 Reviewed and analyzed market trends in shoe fashion, developed newest finish and color variants for the semi-annual trend fairs. Additional Training: Program Management Sales and closing negotiations Remote team management Business administration Lean manufacturing, Kaizen workshops, kanban implementation among others with Toyota in Japan Communication and motivation COMPUTER SKILLS Microsoft Office Professional AS/400, MS Project Spinfire. EDUCATION Staatlich geprüfter Ledertechniker, Westdeutsche Gerberschule Reutlingen, 1989 - 1991 Leather Engineering Technischer Betriebswirt, IHK Reutlingen, 1998 - 2000 Technical MBA

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