Responsible for the lean transformation to reach the ambitious growth targets of TGW Logistics. This includes the responsibility of strategy, lean, transformation and organizational changes activities.

Responsible to define and create the vision for OPEX for Landis+Gyr’s 10 global manufacturing sites and all contract manufacturers. The key topics that are covered in the House of Operational Excellence are Lean Management (organizational excellence), New Product Introduction (process excellence), Transformation Projects (footprint optimization), Data Management (system excellence), Contract Manufacturer Management (footprint optimization) and Manufacturing Technologies (manufacturing process excellence). For all topics, the emphasis is on standardization, complexity reduction and best practice sharing across all regions and functions.

As the global leader for continuous improvement / business process excellence responsible for activities in 12 global sites in Mexico, USA, Ukraine, Northern Macedonia, Hungary, Vietnam, China and Korea. This includes reviewing, coaching and mentoring the matrix organization. Responsible to define the Gentherm Production System 2.0 including lean tools, hoshin kanri and 4 disciplines of execution approach.

Leader for the integrated solutions business in EMEA with 85 people and 100M€ annual revenue. Products are engineered to order (ETO) ranging from individual systems to complete process trains. Also responsible for process and performance improvement of the ETO business globally as well as margin improvements activities.

Global responsible to define product portfolio of all BPS Systems for existing and new products in collaboration with product development and product management. Define product and plant footprint including technology roadmap and transfers.

Leading the CI organization to fulfil cost savings plan for 2018 despite significant negative impact. Responsible to evaluate business options for current and future product families and the associated make or buy decisions. Certified PROSCI change manager to further support upcoming changes in Tenneco after acquisition of Federal-Mogul and Öhlins Racing. Structured the approach for 2019 for all functions in management to define appropriate resource allocation and follow-up.Achievements• Realized additional 0.6M$ cost savings to compensate for negative impacts. Total year 2.9M$• Evaluated scenarios how to continue with certain product families considering all options (make,buy, close)• Supported all functions in EMEA to define priorities for 2019

Directly leading EMEA Aftermarket operations and supply chain with around 700 employees and indirectly of shared facilities with another 600 employees. Turnaround of organization and process conducted to increase stability and predictability of both planning and manufacturing process. Responsible to generate yearly margin of 65M$, improve significantly fulfilment of customer orders and reduce negative conversion cost impact due to underutilization of assets.Achievements• Improved daily output by 56% within 3 months to achieve plan• Changed organization to give improved structure, responsibility and stability• Developed organization to take responsibility for business results and use mode of urgency forany deviation• Defined and initiated global project to improve planning process

Responsible to transform Tenneco Aftermarket EMEA from a $-2M EBIT in 2015 to a $15M EBIT in 2016 and $27M EBIT in 2017 business by developing and leading a turnaround program. Impacting all business functions such as Sales, Manufacturing, Distribution, Engineering and IT. Responsible to define the Lean element of the Tenneco Business System including maturity model and training curriculum. Detect and optimize processes within the business in order to improve predictability and speed (e.g. CAPEX process and implementation of inventory metrics). Directly managing plant manager of 600+ employee location. Leader of Supply Chain Improvement program, VA/VE initiative and M&A process.Achievements• Realized $19M incremental EBIT improvement in 2016 and another incremental $27M for 2017• Developed maturity model and curriculum for Lean element and reviewed/coached otherelements of the Tenneco Business System• Coached and developed operations functions to stabilize production performance• Trained global leadership teams in Lean and Change Acceleration• Defined Continuous Improvement approach and organization. Hired 1 Manager and 4 specialists

Single point of expertise for Power Solutions in all Lean topics (manufacturing and administration). Definition of vision for Power Solutions in order to transform the business to a Lean Enterprise. Responsible for business model - mathematical model involving all functions of Power Solutions, their KPIs and their dependencies to each other and segment income. Responsible for Problem Solving and Hoshin Kanri (Strategy Deployment) roll-out. Define and conduct Lean trainings for leadership teams and create the Lean certification topic for the newly developed business improvement certificate. Be the business partner to regions and functions to enable achievement of financial targets.Achievements• Led EMEA Turnaround program in FY14 to close forecasted segment income gap. Achieved $33M additional segment income (vs. $31M target) by SG&A cost reduction and volume growth• Implemented “Ideas Welcome” initiative to capture employee ideas to close segment incomeGAP• Trained 40+ top leaders of Power Solutions in Lean philosophy and methods• Defined Problem Solving and Hoshin Kanri approach for Power Solutions• Defined and communicated Power Solutions business model• Fostered Value Stream Mapping of all top level business processes

Responsible to build CI organization of business group (BG) Components (Hire regional CI Manager) and ensure commitment of cross-BG shared resources having functional reporting lines to regional CI Directors. Enable CI resources to deliver bottom line financial commitment for Components by creating transparency of performances, create BBP culture across regions, defined tools and methods for opportunity detection (e.g. GAP Analysis). Define business model for Components considering existing and new KPIs and metrics.Achievements• Achieved $30M hard savings in FY13• Defined future state organization of sustainable CI organization in BG Components• Created new position of regional CI Manager for Components and hired for NA and EMEAregion• Developed and refined KPIs and metrics to visualize performance of Components processes(Equivalent Units, Machine Utilization, Scrap)• Led discussion with Controlling, Operations and Leadership of Components to define leadingsystem of KPI/metric tracking and opportunity detection (BBP System)• Defined VSM approach for PS to detect opportunities and critically review new interfacesbetween BGs and trained in EMEA region

Lean ProductionResponsible for design and execution of the Johnson Controls Manufacturing System (JCMS) based on Lean Production and Toyota Production System. Development of 3 year JCMS implementation strategy for PS EMEA. Strong functional leadership for 10 Lean Implementers of all 9 sites in PS EMEA including Saudi Arabia. Additional conducted several on-site projects regarding Kaizen and SMED workshops to improve technical processes in various plants using value stream design as well as time analysis. Industrial EngineeringCurriculum Vitae Patrick SchwarzResponsible for definition of performance KPIs and reports for PS EMEA operations in order to identify opportunities for productivity improvement and EBIT increase. In charge of footprint planning for FY16+ of PS EMEA production sites considering sales scenarios, CAPEX and network costs. Definition of Industrial Engineering approach for PS EMEA starting with one direct report (Analyst Industrial Engineering).Achievements• 3 year JCMS/Lean strategy for PS EMEA• Motivated all sites to implement strategy without managerial authority• Adapted Lean methods to the need of the sites• Conducted workshops in different sites to initiate Kaizen culture• Initiated Lean Implementer cross-sites teamwork and best business practice sharing• Created FY15 footprint scenarios including CAPEX and network cost• Developed reports in Power Solutions EMEA to enable identification of opportunities forcontinuous improvement• Trained 1100 employees in JCMS

Consultant Projects:Acquisition and realization of projects to optimize the production of medium-sized to major enterprises. Focus on the usage of value stream design, principles of Lean Production and new assembly concepts. Development of methods such as global value stream design, lean benchmarking by 20-keys, production training and kaizen workshops.Research Projects:Responsible for the joint project “Global Variant Production System”. The goal was to develop a guideline for design of production networks considering not only financial factors but also factors such as risk for counterfeits, core-competences and location advantages. Co-researcher in the project “Proactive Ramp-up Controlling” with the goal to shorten ramp-ups by predicting effects of decisions.Achievements• Responsible for 22 consultant projects and professional Lean Production trainings at the following companies:Blaupunkt, Bühler, Continental, Leica, Lenze, Sennheiser, Siemens and Volkswagen• Successful application and realization of research project “Global Variant Production System”• Author of 17 publications and lectures in the field of global production and ramp-up management

Process Engineer at Honda EngineeringHonda Engineering, Tochigi, Japan• Design of the layout for the automated welding cell of automotive doors. Simulation of feasibility and robot movement in CATIA v4.• Identification of process improvements at Honda Engineering considering information flow. Achievements• Optimized welding cell for Honda Accord front doors• Development of cross-language and cross-culture information exchange and knowledgemanagement platform• Identification of process improvement opportunities of Honda Engineering