LEITWERK consulting supports companies from the industry and the service sector with a sustainable and quality oriented optimization of their processes. Just the way an empennage gives stability to an aircraft.
In a project, the customers should be able to focus on project contents. Therefore we take care of Planning, Implementing and Steering with the constant aspiration of a successful finalization of your project. Small to company-wide. Together or independently.
With our view "from outside" we are able to detect potentials for a mutual optimization of your business, production and development processes. Thereby efficient and lean processes are the basis for your business success.
A change within your organization does always include structural and behavioral aspects. We support you with the implementation of new strategies, structures, systems, processes or practices in your company, with experience from a wide variety of business structures.
Foundation year of the consulting company by Gerhard Heynen, Stefan Kumschier and Kristof D'haeyere
Consultants with qualifications in business economics, engineering, humanities and social sciences
successfully finished projects
Our consultants are the heart of our company. In the highly qualified and motivated team all skill levels are represented: from Junior Consultants to highly experienced specialists. They develop individual solutions for our customers in customized teams with various size and composition.
Our interdisciplinary team is well positioned on a widespread basis: Consultants with qualifications in business economics, engineering, humanities and social sciences ensure multiperspectivity and the necessary flexibility. More than 85% of our team is certified in project or process management. Together with our experience we are capable to deliver high sufficient solutions.
After his graduation as engineer Gerhard worked as a Development- and Test engineer in the US. In 2003 he set up his own business and joined in 2010 his partners Kristof and Stefan in order to found LEITWERK Consulting GmbH. His consulting competences include Quality Management, Process Optimization and Project Management. Gerhard’s industry expertise ranges from the aviation industry, to automotive to manufacturing systems and plant engineering. As Managing Partner at LEITWERK Consulting GmbH he is responsible for Resource & IT Management.
As commercial pilot he spends his leisure time in cockpits of gliders and business aircraft. Additionally, he is a voluntary pilot at ‘Flying Hope’ association.
After his graduation as Master in Business- and Public Management, Kristof worked for an American consultancy, based in Brussels, Belgium. He focused on Process Design and Requirements Management in the public sector. Since LEITWERK’s foundation in Munich, Germany he has been leading projects focused on Quality Management, Process Management and Project Management in the automotive sector . As Managing Partner at LEITWERK Consulting GmbH he is responsible for Finances and HR.
He spends his leisure time with his family. Additionally, he is easily persuaded by his employees to play a table football match.
After his graduation as engineer Stefan worked for six years at a German car manufacture as production planer for several projects. Afterwards he worked for a consulting company, where he concentrated on Process Optimization and Organizational Development. At LEITWERK Stefan supervises process and quality projects, particularly in the fields Lean Management and production-appropriate product design. As Managing Partner at LEITWERK Consulting GmbH he is responsible for Sales and Product Development.
Stefan spends his leisure time with his family. Besides his passion for visits to the football stadium, he likes running in order to not be outpaced by his colleagues at the annual B2Run.
With a degree in economic engineer studies at the Technical University of Berlin, Florian Kröger joined the consultancy business as an advisor in 2005. He advised clients of the transportation and aviation industry on mergers, strategic developments and process optimization. In the middle of 2009 Florian Kröger founded an e-commerce start-up for custom-made wooden furniture. From 2011 he worked as a freelance consultant for LEITWERK Consulting GmbH. Since 2016, Florian Kröger is one of the LEITWERK consulting GmbH partners and he is also responsible for project operations. As a family person and recreational athlete, he is enthusiastic about alpine sports and swimming lakes in the south of Munich.
are based in the automotive and aerospace industry as well as in the industry sector of mechanical engineering and construction. We develop lean, efficient and inventive solutions to achieve your raised goals together with you. We offer expertise in the following areas:
LEITWERK Consulting sets the necessary conditions - both organizational and content-wise - with creating Project/Program Management Offices to guarantee project success. Thus project members get supported in an optimal way and furthermore the project leaders get best possible transparency about the project status.
Consultants of LEITWERK perform the different functions of a PMO on their own and have recourse to experiences from a wide range of projects and programs. Based on an holistic understanding and knowledge of every single component of a PMO, LEITWERK Consulting provides a lean and coordinated approach.
Based on an extensive project management knowledge we offer an individual approach adapted to the project’s specific requirements. We combine the benefits of professional project management with a pragmatic approach to avoid unnecessary bureaucracy and thus to create acceptance in the project.
The following examples provide you an insight into our various successfully implemented consulting projects in the last couple of years.
For us, confidential handling of customers' data has been and is a matter of course. Therefore we kindly ask you for understanding, that we can only present highly anonymized project content.
A premium automobile manufacturer faced the challenge of introducing a new process and IT generation in aftersales worldwide. The previous taskforce had to be replaced and to be transferred in a program organization. Furthermore standard operation had to be ensured. Processes, methods and tools to plan and to control the program have not been well established.
Development of a Program Management Office to support these 15 projects. Introduction of standards at program and project level to plan and control (including resources, budget, KPIs, milestones and committees). Accompaniment of program committees, preparation of business cases and consolidation of service providers to reduce costs.
Establishment of lean project management methods for the program management. Significant contribution to the stabilization of the global workshop-system-network. PMO is considered a benchmark in aftersales.
An automobile manufacturer was in the early stage of the product development for the subsequent vehicle platform. To plan the assembly in this phase a sub-project manager was demanded.
Consolidation, coordination and evaluation of EHPV and required resources to adjust the assembly for several plants and execution of an interface function for the new-type-planning. Evaluation of the feasibility of the planned production concepts. Active cooperation in the product concept considering the production-orientated product-design.
The vehicle platform is evaluated in terms of resources and EHPV. The feasibility of the product concepts is evaluated in terms of the given premises and production concepts for the assembly are developed.
An automobile manufacturer was faced with the challenge to introduce a process organisation. Group-wide, process-friendly conditions should be created in order to ensure sustainable potentials for process improvement. Therefore uniform procedures and standards had to be created.
Operational support to the project leader for implementation. Acquisition of parts of the program management with focus on program- and budget planning, program steering and quality management. Establishment and management of committees for steering and decision-making of the four group-wide main processes.
Definition of process documentation methods. Anchoring of the process management positions in the company. Placed control program, sustainably installed and implemented.
Due to increasing warranty costs and expected risks, a company-wide program has been set up to improve quality in 2003. To ensure the achievement of strategic cost targets, the program supports the group-wide implementation of quality measures on the entire value chain. The sustainable anchoring of the measures in the line, has to be ensured.
Introduction of a sustainability concept to achieve all blocks to ensure the sustainability in the projects. Monitoring of the projects from the approval to the successful implementation in the line by using the Capability Maturity Model. Promoting cooperation between program, projects and interface partners to create binding targets.
The sustainability concept is applied consistently in the company. The warranty costs have been reduced through sustainable project assistance and transfer to the line.
Studies confirm that - especially in the premium segments - customer orientation is, in addition to quality, the key factor for long-term success. This is not new for the OEM, but unfortunately it has not been focused on, in the company's successful years. Using different measures customer orientation should be back in the focus of the corporate culture of the automobile manufacturer.
Structure of a target group oriented Program Management Offices, development and establishment of key performance indicators. Design and monitoring of various Change Management formats, such as interactive dialogue formats for large groups, specific workshops etc. Analysis and design of customer feedback channels within the company.
Increase of customer awareness and orientation in the different departments. Establishment of various customer orientated formats in the company.
In our team all skill levels are represented - from Junior Consultants up to experienced specialists. Enrich our team and send your complete application documents including your earliest possible starting date to Mrs. Patricia Heiland (email@example.com).