Johannes Jägersberg
HEAD OF PROCESS & PROJECT at Lufthansa Technik Shenzhen Co., Ltd.- Claim this Profile
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Deutsch Native or bilingual proficiency
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Englisch Full professional proficiency
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Chinesisch Elementary proficiency
Topline Score
Bio
Credentials
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Performance Management: Setting Goals and Managing Performance
LinkedInJan, 2021- Nov, 2024 -
Project Management
International Organization for Project Management™ (IO4PM™)Jan, 2021- Nov, 2024 -
Six Sigma Green Belt (CSSGB)
International Six Sigma Institute™Jan, 2021- Nov, 2024 -
A3 Problem Solving for Continuous Improvement
LinkedInDec, 2020- Nov, 2024 -
Lean Six Sigma: Define and Measure Tools
LinkedInDec, 2020- Nov, 2024 -
Operational Excellence Foundations
LinkedInDec, 2020- Nov, 2024 -
Process Improvement Foundations
LinkedInNov, 2020- Nov, 2024 -
Six Sigma: Green Belt
LinkedInNov, 2020- Nov, 2024 -
Business Process Improvement
LinkedInSep, 2020- Nov, 2024 -
Six Sigma Foundations
LinkedInSep, 2020- Nov, 2024 -
Performance Dialogue
Lufthansa GroupMay, 2018- Nov, 2024 -
Lean Basics
Lufthansa GroupApr, 2018- Nov, 2024 -
Leadership for Advanced Managers
AHK Greater ChinaNov, 2014- Nov, 2024 -
More Leadership 4, Qualität durch Führung
Lufthansa Technik AGApr, 2011- Nov, 2024 -
More Leadership, Grundlagen der Mitarbeiterführung
Lufthansa Technik AGMay, 2009- Nov, 2024 -
A320fam (CFM56) General Familiarization
Lufthansa Technical Training GmbHNov, 2006- Nov, 2024 -
Methoden und Technik des Projektmanagements1: Grundlagen der Projektarbeit
Lufthansa Technical Training GmbHJun, 2005- Nov, 2024 -
Analystenschulung / Business Warehouse
Lufthansa Technical Training GmbHMay, 2004- Nov, 2024 -
Diplom-Zeugnis
TH Wildau [FH]Oct, 2002- Nov, 2024
Experience
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Lufthansa Technik Shenzhen Co., Ltd.
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China
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Aviation and Aerospace Component Manufacturing
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1 - 100 Employee
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HEAD OF PROCESS & PROJECT
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Nov 2016 - Present
• Lead team of up to 5 Project Managers/Subject Matter Experts overseeing process improvements in entire business value chain, including production, engineering, distribution, customer service, and sales, referencing to Lean Six Sigma principles to reduce cost, save time, and prevent losses stemming from non-quality.• Develop IT solutions and establish lean processes to continuously improve efficiency, while creating and delivering training to manage change.• Enhance sustainability of new processes, creating methodologies to measure KPIs for realization of corporate targets.Significant Projects & Corresponding Achievementso Led project to reduce Component Repair Turn Around Time (TAT) back to target level, despite negative crisis impactso Led network project to enhance business processes within Engine Repair Services Framework, securing product sustainability and customer satisfactiono Led network project to optimize material consumption and increase transparency of material availability for planners. This involved establishing processes and collaboration standards, implementing processes to utilize self-fabricated parts, and enhancing supply chain process.o Championed redesign of department’s documentation process. To date, this saw > 90 process documentations, comprising flowcharts, activity descriptions in English and Chinese, being converted and stored on shared platform to improve knowledge management.o Co-led company-wide pre-study and business planning for SAP project to be implemented in USA and China offices.
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SECTION MANAGER - CUSTOMER SERVICE & ACCOUNT MANAGEMENT
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Jan 2012 - Oct 2016
• Groomed and grew team from 10 to 30 across diversified functions in APAC (Shenzhen, Manila), managing P&L of single and power-by-the-hour (PbH) MRO component product.• Led transition from 1 Customer Service team to 3 teams with distinct role profiles, transferring workload from headquarter to local organization.• Advocated customer service excellence by initiating network trainings, personnel exchange, and ensuring collaboration and alignment to rules.Significant Achievementso Contributed to growth of P&L of MRO component repair business through professionalized customer service, which enhanced operational excellence and customer satisfaction.o Improved performance of Customer Service team, which include keeping cost-to-quote to 5 days, reducing credit note to 3% monthly revenue, and ensuring response time for cost estimates stays within 10 days.
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TEAM LEAD - CUSTOMER SERVICE & ACCOUNT MANAGER
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Mar 2004 - Mar 2012
• Managed 5 customer accounts in Greater China, offering superior customer service through demonstration of organization’s service standards.• Led implementation of power-by-the-hour (PBH) products adapted for China market based on local requirements, including setup and harmonization of processes and IT landscape.• Controlled financials of Component Business Unit in close alignment with headquarters’ directives. • Improved qualitative customer performance dialogues with designated accounts.Significant Achievementso Successfully developed automated performance monitoring tool despite limited resources to record, measure, and report supply chain performance. This was essential in fulfilling locally contracted service promises to customers.o Incorporated “voice of customer” to daily customer service activities and develop standard principles and formats to enhance the qualitative performance dialogues with designated accounts.
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Education
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1996 - 2001
Technische Fachhochschule Wildau
Diploma, Business Administration & International Logistics
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