Anna-Maria Blum

Lead of the global function responsible for the sustainable improvement of operational and financial performance across the Avitum division. Strong focus on continuous optimization of safety, quality, delivery reliability, productivity, and cost. Further development of processes, organizational structures, and performance management systems across manufacturing and administrative functions. Strategy & Performance Management Definition and execution of a global production and efficiency strategy to sustainably enhance competitiveness - translating strategic objectives into clear production targets and KPIs, cascaded down to plant and shopfloor level Spearheading the cross-functional management teams to ensure execution of strategic and operational initiatives Operational & Process Excellence Leadership and further development of the Operational Excellence Organization for the entire B. Braun Avitum Division (12 sites) – driving operational improvements along SQDC in close collaboration with plant management, production, SCM and maintenance fostering a culture of continuous improvement and sustainable anchoring performance management and improvement routines. Turnaround & Performance Improvement Leadership of complex turnaround and performance improvement programs in multiple manufacturing plants

Lead a global team to design and implement a new operating model to harmonize the global indirect procurement organization within B. Braun Group. Within this project my team and I defined future structures, ways of working and set the fundament for professional Category Management to enable Procurement to deliver a huge value impact for the whole organization.

Deputy Direction of the Manufacturing Engineering Team for assembly & paint processes for all heavy duty truck axles. Lead the team - incl. responsibility for overarching projects incl. investment budget

Lead cross-functional expert groups in developing and implementing new production lines and digital technologies. Within the implementation, I managed teams out of different departments; identifying opportunities for lean processes in order to handle a wide variety of different products for heavy duty truck axles as well as significantly increased efficiency. Another major project was the implementation of Condition Monitoring within machining area. Here I managed teams across different sites - implementing the IT Infrastructure and using machine data to optimize equipment and line efficiency.

Engineering specialist in operations to ensure production continuity of 2 paintshops for Truck axles. Next to series production management, I designed and industrialized new paintshop equipment such as process monitoring technology or new drying systems. In consideration of lean production & total productive maintenance principles this led to a significant reduction of scrap. One major achievement was the succesful launch of a new - ecofriendly paint material.

Rotated through 6 departments within Daimler AG - as part of the Management Development & Corporate studies program. Within all assignments within Germany & the US I managed projects & tasks independently & succesful