Marc Danzebrink

Lead operations and quality at a manufacturer of industrial computers and embedded systems, reporting to the CEO. Responsible for 60 employees in purchasing, logistics, SCM, manufacturing, QA/QM and technical service, led via four team leaders. Led the largest investment in company history (multi-million): 2nd SMT line and automated assembly system, end-to-end Reorganized the division with flatter hierarchies Introduced shopfloor management and CIP Developed the operations strategy

Managed operations at the Hamburg site of a global hearing aid manufacturer, reporting to the General Manager and European Director of Operations. 50 employees in logistics, repair, order entry and materials management, led via four team leaders. Implemented 250+ lean initiatives, saving more than EUR 1.5M Reorganized the department for higher efficiency Developed shopfloor management and a KPI-based target system Redesigned the layout for lean material flow Member of the strategy team

Led quality management and HSE with 13 employees at a lighting manufacturer, reporting to the General Manager. Reduced complaint cycle time from 40 to 15 days Reorganized the department Introduced a new interactive management system with top management; access rate up 10x Moderated workshops for a new process landscape Quality strategy integrating quality planning into development and production Conducted audits (ISO 9001, 14001, 13485) Led major complaints and the energy management team

Led the quality planning and measuring team (7 employees) at a plant producing anchors and plastic components (210 employees), reporting to the Head of Quality. First sample measurements on time in 97%+ of cases 50% less unproductive time through test dynamization 80% faster creation of quality reports Project manager of quality circles and plant strategy projects Built a new documentation system Co-led group quality strategy on non-quality costs Introduced shopfloor management

Drove continuous improvement through lean manufacturing at a plant producing tools, electric drives and chemical anchors (460 employees). Coached and trained problem-solving methods, defined standards and coordinated lean tasks across both business units. • Project manager of value-stream and material-flow projects: 20% shorter cycle time and new production planning methods (Kanban principle)

Interface between logistics and sales to increase customer satisfaction; handled warranty cases. • Project manager of a CIP project with the goal of reducing data transmission losses to customers by 90%

Diplomarbeit mit dem Thema: Nivellierung des Fertigungsprogramms mit Verkettung differenzierter Prozesse bei einer hohen Variantenvielfalt

Praktisches Studienjahr im Rahmen der Hochschule im Bereich Industrial Engineering/Produktionssysteme

Fertigung Produktion Produktionsplanung Logistik Moderationstechniken / Kommunikation