Supplier Quality Manager in the automotive industry (injection systems)


2022/01 – 2022/05

Interim quality manager in the metal industry

Area of responsibility: 25 employees


  • Metal industry
  • Door closing systems


  • 95 million €


  • approx. 650

Situation in the company:

  • The quality manager in permanent employment was terminated in a flash, he was immediately released from his duties
  • Handover took place by the management


  • Germany


  • Responsibility for quality management in the plant (production, customers, suppliers, projects)
  • Leadership and further development of subordinate employees
  • Responsibility for the continuous improvement of the QM system, methods and strategic orientation
  • Problem analyses and coordination of the error correction process in close cooperation with internal departments, customers and suppliers
  • Ensuring the quality of mechanical, electronic and electromechanical components and systems as well as integrated digital components / systems
  • Development of quality concepts for new projects and series
  • Development of a sustainable quality strategy / recommendation for action on the basis of a weak point analysis with the focus on organization, processes, products and employees.


  • Sensitization and training of employees through background information and lived error culture
  • Activities within the scope of personnel responsibility incl. Job interviews
  • Preparation of a 3-year strategy for personnel (training, transfer, increase, exchange, change), organization (insertion of new structures and responsibilities) and technology (increase of machinery) incl. Key figures
  • Regular reporting (reviews) to the management board
  • Cross-plant topics (procurement guideline, 8D report, special releases, advance quality planning (APQP), presentations, workshops) in coordination with the other Q managers
  • Invitation of the sister plant for the purpose of joint reduction of defective deliveries and components


  • Reduction of complaints by about 20%
  • Increased understanding of error culture and transparency created
  • Reduction of special releases
  • Synergy effects in other departments and between plants

Special challenge:

  • Build trust with employees, guide, challenge and encourage them
  • Preparation of various reports (documents deleted by ex-employee)
  • Involvement of the team in the preparation of reports and management reports. (In the past, team was not involved).
  • Communication and understanding between plants was strained
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