Dipl.-Ing. Jan Dahl

Launch, develop and grow the new department. Main scope of Technology Management is to bring I&C expertise in every new ENG development project, lead tooling development projects and conducts global strategic analysis based on cost benefit and risk reduction. Ramp-up & Improvement provides expertise for WTGs and defines improvement actions. Strategic target is to become the Global Center of Competence for I&C activities which includes processes, tools, and manuals.

Manage and lead the optimization program targeting to reduce times and costs of all I&C activities on-site. Multidisciplinary and multinational team of I&C experts with the objective to optimize all I&C activities on-site. Many workshops conducted with manpower and crane sub contractors, internal and external installation and commissioning experts as well as suppliers. Resulted in generating and implementing over 150 improvement ideas with a saving potential of more than 20mio€/year.

Lead and motivate a multinational team of over 50 sourcing managers in Germany, Spain, Brazil, India and China. 8 direct reports including 4 sourcing directors in Germany, Spain and India. Globally responsible for all Nacelle sourcing activities with a volume of more than 3.5b€ which represents approx. 50% of the total global sourcing volume. Realized savings 5-10% each year. Established globally common roles and responsibilities as well as legal rights and tools for all sourcing managers.

Start-up, strategize and establish VE, as support function for Sourcing during negotiations (cost calculation) and for Engineering during the development (target costing). Execute multiple value engineering projects also with external consultants. Leading and driving a company wide cost down program with regular reporting to top management. Built-up the team from 3 to 10 experts for different manufacturing technologies, developing competences, calculation tools and databases to fulfill all tasks.

Leading and managing various projects with multidisciplinary teams of up to 40 engineers. Managing different internal and external stakeholders and regular reporting to the ENG management and to the board. Projects such as: maintenance optimization as part of a company wide cost-down project, different turbine options and variants as well as a project to enhance a legacy turbine to fulfill the machinery directive.

Responsible for all technical optimizations supported by Windservice experts. Managed and led all claim negotiations with customers supported by legal department from headquarter. Led the remote-control center for up to 500 turbines under contract with 4 technicians. Part of the Management Team.

Training to become a certified Lean SixSigma Black Belt. Execution of two improvement projects according to DMAIC process. First project was focusing on reducing the installation times of paper machines and the second on improving the completion process of the customer projects. Mentoring, training and guiding SixSigma Green Belts at Voith. Part of a new created team of 5 Lean SixSigma experts.

Responsible for tender generation in close alignment with sales and engineering. Support sales in customer negotiation by providing technical knowledge and adapting technical specifications and cost calculations due to customer changes. Responsible to constantly improve the tools for tender generation.

Execution of three international trainee projects. Optimizing flotation process in Ravensburg (Germany), Support during commissioning of a paper machine in Veitsiluoto (Finnland) and Optimizing the tender generation tool in Krefeld (Germany). Participation in diverse seminars and trainings as part of the international trainee program.

Ermüdungs- und Kriechversuche an Kohlenstofffaserverstärkte Kunststoffe

Konstruktions- und Werkstofftechnik