Norman Duerr

- Responsible for Implementation and Coaching of the Healthineers Performance System to Siemens Healthineers with a strong focus on the Americas Region with >16.000 employees and >30 Manufacturing & Engineering sites. - Responsible for the Strategic Development of the Healthineers Performance System - Responsible for Performance System Integration of newly acquired companies.

Heading the Healthineers Performance System (HPS) Transformation & Coaching department. Responsible for a global comprehensive and structured multi-year performance culture transformation. - Global center of competence for lean management and performance improvements - Providing practical trainings, consultation and coaching services for all Healthineers - Qualification of key enablers and management team members globally - Execution of improvement events at relevant top business challenges

Program Manager for the development, pilot-phase and the roll-out of the Healthineers Performance System (HPS ) Leading a cross functional global development team, coordinating the pilot phase in the Regions Latin America, Asia Pacific and in the Business Area Diagnostic Imagine, development of a global scale up approach. The Healthineers Performance System has developed to the new global Business System for Siemens Healthineers with 47.000 employees.

Heading a Healthineers internal consultancy (27 Consultants, P&L responsibility) with the following team structure and services: - Industrial Engineering - Lean SCM & Industrie 4.0 - Lean PLM & Business serving a internal global customer structure divided into 6 Business Areas, 6 Regions and central Functions ( 47.000 employees ) Execution of >500 lean transformation, process improvement & productivity projects globally in areas of SCM, PLM, and Business

Heading the Siemens Healthcare internal lean consultant team of the department Improvement & Excellence Installation and staffing of two additional international consultant offices in USA and China Strong business development through new services (e.g. project & interim management) and innovative new methods strongly focusing on productivity Projektmanagement of strategic important projects for different Business Areas

Further development of the Siemens Production System (SPS) and roll out at Siemens Healthcare globaly, lean production, people and continuous improvement, production strategy, continuous flow, value stream mapping, SMED, SPS Screening, RPA, lean logistics, SCM, visual management, lean office, supplier relationship management, structured problem solving, execution of Consulting services in Manufacturing, Supply Chain, Development and Business porcesses worldwide, e.g. China, Korea, USA, Japan, Europe,...

Product and project management responsibility from the first product idea until the finished product and SOP (start of serial-production) for the outside mirrors of the SLS (Mercedes-AMG). Responsible for the achievement of the project team, budget- and scheduling goals within the defined economical borders. Direct contact for the customers Daimler AG and Mercedes-AMG Project calculation and offer creation, identification and realization of optimization potentials in the supply chain and the product.

Head of Business Unit: SCM Operations & Strategy, key account for large companies in different branches, serving: lean management, interim-management, process consulting, strategic logistics planning, supplier management, business process reengineering, process optimization, PCO - product cost optimization, lean logistics, removal and placement logitics, supply chain management

process consulting and practical implementation of improvements for public listed automotive suppliers and OEMs in redesign of their business and production systems, change management, asset optimization, sales planning, transport management, supplier collaboration, logistics networks, supply chain management, business process reengineering, material flow optimization

Lean Management, Interim-Management, process consulting, strategic logistics planning, supplier management, process optimization in different industries with the focus of cost reduction and lead time improvement, automotive industry, operations strategy, product cost optimization (PCO), lean logistics, Optimization of company wide business and production systems of public listed large companies

responsible for material-, disposition- and production planning, supplier process audits, supplier evaluations, JIS and JIT supply of automotive OEMs (BMW), logistics planning and cost optimization, CIP of the internal processes of material and information value chains, steering of NPI (new product introduction) and product changes, Key User SAP MM/PP/SD/JIT/JIS, team leader

Project Management: Integration of an intense based desktop purchasing system for the Purchasing function, Vendor Managed Inventory (VMI), Master thesis: Reference model supported electronic procurement - internet based approaches of an process oriented redesign of purchasing and procurement

Study: Optimization of the supply chain and procurement logistics of international production locations of the company group, situation analysis and development of the future design

Gestaltung und Management von Logistikketten, Schwerpunkte: Planung und Betrieb logistischer Zentren; Srategische Aufgaben des Logistikmanagements; Markt und Politik am Ende des 20. Jahrhunderts