Team

Olaf Keßel

Manager

At Lischke Consulting since 2017.
Degree in Industrial Engineering and Management (Dipl. Ing. Oec.), Hamburg University of Technology (TUHH).
Head of CoC Agility, Supply Chain Management.

Olaf Keßel has been active in consulting for more than 20 years in Europe and worldwide. Since 2017, he has been a manager at Lischke Consulting and is responsible for the areas of supply chain management and agile management. He focuses on the sustainable implementation of operational projects in particular. In doing so, he contributes his professional expertise and many years of practical experience from various industries in the international corporate environment.

When riding his Vespa through Hamburg’s dense city traffic, he always has to be flexible and adaptable. With an attentive eye for his surroundings and a certain amount of flexibility, he usually reaches his destination faster than initially expected. This way of looking at things gives Olaf Keßel an edge in everyday situations as well as in his consulting work. He sees new opportunities and comes up with innovative solutions in order to implement them sustainably in companies. His strength in implementation combined with his distinctive team spirit form the basis for many years of good customer relations.

Contact:

Email: byns.xrffry@yvfpuxr.pbz

Cell phone: +49 (0) 176 10 51 0891

Industry Experience:

Aerospace industry.
Defense industry.
Medical technology.
Automotive industry.
Mechanical engineering and plant engineering
Consumer goods industry.

Project Experience:

Conceptual design, control and implementation of supply chain management across the entire value chain, with a focus on sustainable reduction of working capital.
Process optimization across the entire order fulfillment process. Conceptual design and implementation including Introduction of KPIs to track the defined measures.
Control of start-up management in series production including Training and coaching of project and sub-project managers and supplier development.
Increasing production capacity by applying lean management tools (including conducting Six Sigma training).
Optimization of scheduling processes to increase delivery reliability while reducing working capital.
Development and evaluation of the future production layout including New roles of employees and production planning.
Introduction of “Lean Production Systems” across the entire value chain.
Evaluation of process performance to optimize the entire value chain (turn around).