13: Project stabilization and improvement of operational performance for a premium manufacturer in the optics and consumer optics sector
Premium manufacturer in the optics and consumer optics sector
Premium manufacturer of sports optics and mechatronic products such as binoculars, riflescopes and spotting scopes. In addition to the company headquarters in Germany, optical components are manufactured in Hungary. Close cooperation with Asian suppliers and development partners, especially in Japan and China.
Head of R&D and Operations
Responsible for pre-development, technology development, product development, IP management, quality management and operations.
- Operations including the manufacture of mechanical and optical components, product assembly, quality assurance, purchasing and logistics.
- Management of approx. 430 employees in Germany and Hungary, reporting to the company’s Managing Director.
Initial situation & tasks:
- Critical company situation due to a large number of development projects with critical status; upcoming ramp-ups severely at risk and forecast development costs too high; gross margin of new products significantly too low.
- Planned integration of the 2 strategic business units “Sports Optics” and “Camera Lenses”.
Activities / Measures:
- Gap analysis with identification of fields for action, as well as definition and implementation of specific measures.
- Introduction of quality assurance measures in the development process: a) consistent project tracking/reporting/controlling, b) Q-gates, c) short qualifications with a fast-fail approach
- Introduction of lean methods, shopfloor management and statistical process control (SPC) in series production.
- Implementation of cross-functional, lean project management and a “front-loaded” supplier quality approach, including targeted training measures.
- Targeted DTC and LCC sourcing for ongoing product developments.
- Conducting value stream analysis/design (VSA/VSD) in the 2 plants.
- Introduction of an innovation process to increase the maturity level of new technologies and innovative concepts for product developments.
Key successes/results:
- Stabilization of product developments to ensure the planned ramp-ups; successful launch of 8 new products.
- Sustainable stabilization and strengthening of project management.
- Gross margin of new products increased by ~6% within 6 months.
- Reduction of planned R&D costs by ~10% after 6 months.
- Integration of the 2 strategic business units “Sports Optics” and “Camera Lenses” into the newly founded Business Group “Consumer Optics” (COP).
Reference statement
»… His outstanding leadership and communication skills and his hands-on approach in transformation, restructuring and process improvement have been a game changer for our organization.«
CEO
Premium manufacturer in the optics and consumer optics sector
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