mirko buschhaus

I led in the cultural transformation of the Swedish facility where I was responsible for the implementation of the most innovative pipeline in the history of the company and for the restructuring of the plant by reducing the number of employees by 25 percent while increasing the reliability of supply compared to 2010. I managed to reduce costs that led to saving a total of 25, 8 million dollars in the period between 2010 and 2013. Not only did I increase CREDO results by 12%, I also improved the quality profile to zero critical audit deviations in the years 2011 to 2014 and passing an FDA audit with zero 483s. I introduced a safety culture and mind set that reduced occupational accidents by 75 percent and increased the reported "near misses" to 1200%.

I was responsible for increasing the supply reliability for my strategic suppliers by 17 % of OTIF. I oversaw a significant improvement of the quality profile of my suppliers, managing a micro-risk classification "green" for my entire portfolio. I have a cost of $1.5 million savings and with my team I managed the first Manufacturing Execution Excellence (ME2) Assessment within a contract manufacturer in EMEA, resulting in additional improvement and cost saving opportunities.

As team leader for production I supervised the development of the worst performing production department to become the best manufacturing team for the entire plant within a period of two years by demonstrating an output increase of 15 percent. I was also responsible for team development, change management and the introduction of Six Sigma with a significant improvement in quality and stabilisation of the process. I also was responsible for the rollout of the “Silk Touch” and “Helix” tampons, a key distinguishing feature separating ours and the competitions.

Doing my Thesis: Improvement of heat recovery system to save energy and cost Developing DIN ISO 14001 management system

I contributed to development of event marketing concepts. I was responsible for organizing and executing events throughout Germany, leading cross functional teams of up to 25 people.

During my military service I was responsible to train the new draftees on all basic elements of military service.

I have successfully handled the closure of the Austrian plant as well as formulated and negotiated a social plan with the Works Council and the local government. This had no production failures. I was also involved in the smooth logistical transfer of all the production equipment to Germany and France ensuring that all the safety, quality and production targets were met. With my I successfully managed to have the majority of our employees in new jobs in the end of the closure process.

As team manager design and process engineering, I was responsible for increasing efficiency on 56 manufacturing lines by 7.2 percent reaching 81 percent of OEE. I was also responsible for process development and rollout of the ProComfort-Tampons as strongest product line up to the present day (2016). The development and introduction of the Performance Management System “Visual Factor " fell in my area of responsibility as well as the transformation of the document management system for the control of technical documents.

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I am responsible for the P&L and all KPIs of the tampon manufacturing network. Further to my area of responsibility is the introduction of new products, the construction of a leadership team that among others gained the honours of the best CREDO survey results among all J&J Consumer sites in EMEA in the year 2015. Developing and implementing of a campus concept that improved cooperation at all levels as well as an optimized agility by standardizing the operational model and packaging technology. I have also demonstrated delivery reliability, increasing OTIF from 65 percent in summer 2014 to 99.5 percent in 2015 and turned around a 3 years decline of OEE

Master in fluid energy machines Basic classes in economics