Stefan Oßwald

• Secure production and deliveries to all major OEM’s • Manage all operational issues in the interest of the insolvency company without affecting the customer

Hired to drive operational turn around. • Spearheaded series of changes to stabilize production processes within 3 month, eliminating longstanding problem of missed deliveries to OEMs. • Rebuilt management team and initiated new talent processes to establish stable workforce; collaborated with union leaders to implement changes without disruptions. • Conceived and instituted new technology systems to drive higher quality and delivery levels.

Hired to help transform money-losing operation. • Re-established continuous supply to OEM customers; initiated new tools and communications to accelerate cycle time and meet delivery requirements without quality or cost impact.

Steered operational strategy for all FlexAutomotive production sites worldwide (6 dedicated and 4 shared sites, 4,000 employees, and $800+ million in revenue). Full P&L responsibility, reporting directly to segment President. For 2+ years, served simultaneously as General Manager at Sidler Automotive. • Crafted and implemented 5-point plan based on Hoshin principles and non-financial KPI system, using diverse set of people and process indicators, to drive cost, quality, and delivery results.

Asked by company to restructure and rebuild newly acquired automotive supplier, which had been purchased out of bankruptcy. Full P&L responsibility for organization with up to 380 employees and €60 million in revenue. Facilitated transition to new General Manager. • Rebuilt trust and performance across management team and workforce, which had been traumatized by multi-year business decline and restructuring to 280 employees. • Reestablished relationships with all leading OEMs (including Porsche, Daim...

Hired by former Allied Signal manager to lead effort to optimize operations and deliver maximum results across 12 sites (5,000 employees) in Europe. Promoted in 2003 to extend leadership to 30 sites worldwide, including China, US, and Mexico, with 15,000 employees and revenue of $1.5 billion. • Spearheaded deployment of lean production principles and led lean teams in all sites, guiding major transformation in processes and operations. • Crafted first-ever plan with non-financial KPIs to drive cost, ....