Bernd Leiss

Expert in Logistics, Product Design, Automation, and Installation / Relocation in China/Asia

Today, effective production without appropriate logistics is unthinkable. A key part of this is fully automated warehouses, which provide a constant, timely update on the current inventory and link it with suppliers and customers, an essential tool for production and supplier planning.

Base on special knowledges, such as Strategy and deploy management, KPI management, Lean management, Quality management, Project management, Time management, Leadership management, etc., combined his working experience and lesson learned, always led and supported many clients to achieve the target(s) successfully, include but not limited:

  • Optimize operational efficacy
  • Optimize supply chain management
  • Improve productivity and quality performance in plant
  • Improve ability of R&D for New product/project
  • Improve ability of management system and work team

Meanwhile, according development tendency of Industry 4.0/China 2025, he always studies that how to implement enterprise transformation efficiently. On the basis of expectations and reality, support them become more lean or more automation or more intelligence.

Senior project engineer & Project assistant manager for workshop – ENLIGHT (Dongguan)

Project manager & SQE engineer & Line leader – MITAC (Suzhou)

Dep. Manger of Technical department & Inspection Center – CAM PLAS(Shanghai)

Manager of Project Dep. & Quality Dep. – MYLIGHTS Technology (Shanghai)

Senior manager & Senior consultant – IMIG (Shanghai)

Chief Consultant & VP – OLMC (Shanghai)
Partner – IMIG

Partner – GTEC

  • Chengdu Technological University 2000.09-2003.07 College degree
  • Mechanical Manufacture and Automation
  • Process Auditor VDA6.3 (VDA QMC)    
  • Project Management Professional (PMI)
  • IATF 16969 Auditor
  • Office software
  • Project software
  • AutoCAD, UG
  • Quality tools (SPS, Minitab, etc.)
  • VB, Assembly Language
1. Logistics. Key technology for efficient production
  1. Product portfolio analysis (products, dimensions, weights, etc.)
  2. Throughput analysis
  3. Space analysis
  4. Material flow analysis
  5. Incl. delivery and collection areas
  6. Information flow analysis
  7. Logistics solution: concept development based on 1-6
  8. Detailed solution
  9. Supplier selection
  10. Installation
  11. Implementation including commissioning and connection to the internal IT system
  12. Integration of customers and suppliers into the logistics system
2. Automation
3. Installation/Relocation
4. Improvement of existing processes,  cost reduction, waste reduction, inventory reduction
  1. Weak point analysis
  2. Technical and/or organizational solution
  3. Investment budget with ROI calculation
  4. Implementation
5. The development of processes for new products is also important.
  1. Implementation from laboratory production to mass production,
  2. Including the development of new technology
  • Higher implementation
  • Higher awareness for management/innovation/learning
  • Continually enhance Kaizen system/culture
  • Competitiveness for new customer/new orders
  • Lean, target/cost-orient management system
  • Gain more return on investment

More experience and more thinking and more innovation:

  • IATF16949/VDA6.3
  • Effective project management for NPI/project
  • Lean/TPS apply more areas (office management, R&D, production/shop flow, logistic, etc.)
  • Quality performance management (internal/external, 3rd-party)
  • Supply chain management
  • Excellent management for plant
  • Excellent management system
  • IATF series standard, such as 16949, APQP/CP, PFMEA, PPAP, SPC, MSA,
  • Policy deployment (Hoshin Kanri)
  • Performance management (BSC KPI)
  • Lean office/R&D/manufacture/logistic
  • Project management
  • Quality Management
  • Six sigma
  • Time Study (work sampling, MTM, PTS, etc.)
  • Data Analysis
  • VDA series standard, such as VDA6.1, VDA6.3, VDA6.5, VDA MLA, VDA NTF, etc.
  • Intelligent Manufacturing/Industry 4.0


Sale up for Germany customer

0

%

Operation cost down for a local company

0

%

  • Support plant management for new automatic production line
  • Exit top focus for tier2 customers
  • Audited and coached the suppliers of OEM

Optimized Operations – within 8 months:

  • Achieved 5x ROI: assisted team to achieve its annual objectives and operational cost reduction target. 11 projects that included Pull Systems, Single Minute Exchange of Die, Total Preventative Maintenance, Standard Work and Layout Optimization had executed by teams.
  • Trained employees with appropriate Lean methods and tools.

Automatic Factory Project – within 6 months:

  • Re-layout Production line and Improvement benefit for operation by Lean
  • Improved 10.5% work efficiency
  • Reduced 30% WIP quantity
  • Reduced 40% production cycle
  • Reduced 50% WIP inventory

SCM Optimization – within 7 months:

  • Optimize SCM and Reduce procurement cost >=10%
  • Reduced investment and procurement costs by 15% and 30%, respectively
  • Implemented supply chain process to source parts locally

Customer Performance Improvement – within 6 months:

  • Improvement quality performance and exit for customer top focus 
  • Reduced customer-side accidents from 6 to 0
  • Reduced customer complaints from 43 to <14
  • Reduced PPM (from 191 to 70)
  • Reduced the # of CSL2 variety from 42 to 22

VDA6.3 process improvement – within 6 months:

  • VDA6.3 audit score @ 89%
  • KPI optimizing
  • Organizational restructuring and Q-system optimizing

Suppliers Management – over 3 years:

  • Project management & Quality support for 11 suppliers in China
  • Technical supporting and Problem solving for production & testing
  • Business and technology communication
  • Quality Management System (IATF16949) / Production Management System (Lean/CI)
  • Strategic and Deployment
  • Balanced Score Card & KPI
  • NPI Management
  • Project Management
  • Process Optimize Management (VDA6.3/Lean process)
  • Lean/TPS Management (include administer / R&D / manufacture /logistical)
  • Supply Chain Management
  • Industry 4.0

Nationality: German
Residence: Shenyang, China
Position: Project Management
Year of Birth: 1978
Languages: German, English, Chinese

Turn great strategy into great performance

Most companies’ strategies deliver only 63% of their promised financial value.

Why? Leaders press for better execution when they really need a sounder strategy. Or they craft a new strategy when execution is the true weak spot.

The result: wasted energy, lost time, and continued underperformance.

How to avoid these errors?

View strategic planning and execution as inextricably linked — then raise the bar for both simultaneously.

Start by applying seven deceptively straightforward rules, including: keeping your strategy simple and concrete, making resourceallocation decisions early in the planning process, and continuously monitoring performance as you roll out your strategic plan.

By following these rules, you reduce the likelihood of performance shortfalls. And even if your strategy still stumbles, you quickly determine whether the fault lies with the strategy itself, your plan for pursuing it, or the execution process.

The payoff? You make the right midcourse corrections — promptly. And as high-performing companies like Cisco Systems, Dow Chemical, and 3M have discovered, you boost your company’s financial performance 60% to 100%.

Source: Havard Business Review

Experts in the Automotive Industry Asia

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New Patented Microdot Technology

Stay tuned for regular updates on microdots—an innovative technology that remains largely under the radar across much of the globe. But it’s a game-changer, especially in the fight against professional car theft!

Microdots have already proven their worth by removing the financial incentive for car thieves. In Europe, stolen vehicles are frequently trafficked to Russia and African nations, or dismantled for parts. Fraudulent warranty claims on high-value components also contribute to the growing costs that insurance companies and law enforcement agencies are forced to shoulder. Just imagine: in Africa alone, Interpol dedicates countless man-hours to identifying stolen cars from Europe, reconnecting them with their owners, and returning them.

And here’s where things get even more critical—electric vehicles (EVs) bring a whole new set of challenges, with their abundance of high-value parts. The solution? Microdots. When installed by the original equipment manufacturer (OEM), they provide lifetime protection for the entire vehicle and its parts. Chinese EV makers can seize this opportunity to showcase their commitment to reducing costs for countries receiving their products—by protecting against theft, fraud, and unnecessary financial strain. This move could boost their reputation as responsible corporate citizens, and while it won’t remove tariffs, it sends a strong message of goodwill.

This strategy could even sway the European lobby groups advocating for affordable Chinese EV imports, given that local automakers can’t compete at those price points. If China responds by tightening its grip on the auto parts supply chain, Europe’s costs could skyrocket even further. The proof is in the numbers: over the past 12 years, countries like South Africa and Taiwan have seen remarkable success after making microdots mandatory.

As your expert in the ESG, automotive, and machinery sectors across Asia, I’m here to help. If you’d like to dive into the details of how microdots can safeguard your products, feel free to visit GTEC, send me an email, or give me a call!

Experts in the Automotive Industry Asia

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What value does an interim manager bring to a company?

In the fast-paced and ever-evolving business world, interim managers play a crucial role in steering companies through transitions and challenges.

But what if there was a way to transform these obstacles into opportunities for growth and success?

Meet the interim manager – your trusted guide on this transformative journey.

Interim managers can bring a wealth of expertise and a fresh perspective to your organization. They are skilled at implementing effective strategies and documenting both input and output to ensure lasting impact.

As your guide, the interim manager will help you cross the threshold from uncertainty to clarity. They will dive deep into your company’s operations, identify critical areas for improvement, and execute strategies designed to drive immediate results.

Throughout this journey, the interim manager will tackle challenges head-on, document their strategies, and measure the outcomes. The trials faced and the solutions implemented will showcase the tangible value added to your organization.

At the end of their tenure, an interim manager doesn’t just leave behind a list of tasks completed; they leave behind a clear record of the progress made and the results achieved. This documented success is not only a testament to their effectiveness but also a valuable tool for the company going forward. It provides insights into what worked, what didn’t, and how future strategies can be refined for even greater success.

You’ll be equipped to lead your company forward with the knowledge and strategies gained during this transformative journey.

By embracing the expertise of an interim manager, you are not only overcoming immediate challenges…

But also setting your company up for long-term success.

Interim managers bring far more to a company than just temporary leadership. They deliver strategic value by implementing necessary changes and documenting the results, providing a roadmap for continued success. With an added value of up to six times their cost, the investment in an interim manager is one that can pay off significantly, helping your company navigate challenges, seize opportunities, and achieve lasting growth.

Expert of the Year 2024 in Interim Management, Karlheinz Zuerl

Are you ready to transform your company’s operations in Asia?

Asia’s education system, particularly in vocational training, often lacks the dual education framework familiar in other parts of the world.

The gap in practical knowledge can be startling.

For example, I’ve witnessed workers in workshops hammering on aluminum, only to be surprised by the resulting dents. This lack of basic technical understanding is a significant hurdle.

My Biggest Success in Asia: Building a “Learning Organization”

1. Establish In-House Academies

The first step to overcoming this challenge is to create a “learning organization” within the company.

Setting up an in-house academy allows employees to learn essential skills from one another.

This approach is cost-effective and fosters a culture of continuous improvement, where employees immediately apply new knowledge to their work.

2. Foster Enthusiasm for Education

When employees realize that knowledge is their personal wealth – something that cannot be taken away – they become enthusiastic learners.

This enthusiasm drives productivity and innovation, as employees are motivated to apply what they’ve learned.

The Entrepreneurial Leadership Approach

1. Lead from the Ground Up

Leading as an entrepreneur means more than just executing orders from headquarters.

It involves inspiring employees to take ownership and work collaboratively toward building a forward-moving company. This approach ensures that everyone is invested in the company’s success.

2. Implement an Internal Suggestion System

One of the most effective strategies I’ve used in Asia is the implementation of an internal suggestion system.

This system encourages employees to submit their ideas for improvement, fostering a culture of innovation.

Contrary to some headquarters’ concerns, this approach is neither costly nor risky. It can be implemented quickly and yield significant benefits.

3. Encouraging Employee Participation

By simply asking employees for their ideas – whether through a suggestion box or direct conversations – you tap into a valuable resource of creativity and problem-solving.

Rewarding employees for implemented ideas not only boosts morale but also drives the company forward with fresh, practical innovations.

Achieving Success Together ❤️

As an interim manager in Asia, your role is important in bridging the education and skills gap while fostering a collaborative, entrepreneurial spirit within the company.

The company is up and running!

Ready to lead your company to new heights in Asia?

Ask questions and get advice tailored to your situation!

For more information, please contact:

Karlheinz ZUERL – CEO of GTEC (German Technology & Engineering Cooperation)

E-Mail: [email protected]

Mobile: + 86 13482438080

Experts in the Automotive Industry Asia

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China: Wie wir OEE auf ein neues Level gehoben haben

Effizienzsteigerung in einer traditionsreichen Fertigungsanlage in Tianjin, China: Wie wir OEE auf ein neues Level gehoben haben

In Zeiten, in denen Krisen wie die Corona-Pandemie, der Ukraine-Krieg oder die Energiepreisspirale den Alltag durcheinanderwirbeln, steht eines fest: Unternehmen müssen agil bleiben. Natürlich spielt dabei die Kontrolle von Kosten und Liquidität eine große Rolle – doch eine goldene „Low hanging fruit“ wird oft übersehen: der KPI OEE (Overall Equipment Effectiveness).

Wir standen vor der kniffligen Aufgabe, die OEE in einer altgedienten italienischen Produktionsanlage in Tianjin zu verbessern – und ja, das war eine echte Herausforderung! In einer in die Jahre gekommenen Fabrik kämpfen Interim Manager mit einer Fülle von Problemen, sei es die Verfügbarkeit der Maschinen, die Leistungsrate oder die Qualitätsrate. Doch wer uns kennt, weiß: Herausforderungen sind unser Ding! Und genau hier zeigt sich, warum Interim Manager wahre “Change Champions” sind. Mit ihrer Unabhängigkeit von internen Firmenpolitikern und ihrer geballten Erfahrung bringen sie den frischen Wind, den solche Situationen brauchen.

Warum gerade Interim Manager? Sie haben keinen Ballast, keine “Karriereleiter” im Hinterkopf und sind nur einer Sache verpflichtet: Der Aufgabe! Und das macht sie zum perfekten Sparringspartner für Transformationen, bei denen Emotionen und Unternehmenspolitik oft die Hauptrolle spielen. Kombiniert man diese Unabhängigkeit mit aktuellem Fachwissen, viel Erfahrung und einem sensiblen Umgang mit der Unternehmenskultur, dann wird aus einem Interim Manager der Gamechanger für solche Projekte.

Unser Team hat bei dieser Herausforderung tief in die Trickkiste gegriffen und die Effizienz auf der Produktionsfläche durch verschiedene Maßnahmen sprunghaft gesteigert:

  • Maschinen unter die Lupe genommen: Eine gründliche Analyse der gesamten Ausrüstung war der erste Schritt. Wir haben Ineffizienzen aufgedeckt und gezielt eingegriffen.
  • Lean-Prinzipien eingeführt: Mit Lean-Methoden haben wir Abfälle reduziert und die Prozesse auf Effizienz getrimmt.
  • Mitarbeiter fit gemacht: Durch gezielte Schulungen und Training haben wir das Team auf den neuesten Stand gebracht – technologisch und methodisch.

Unsere Erfolgsstrategie – Schritt für Schritt Zunächst haben wir die Verluste identifiziert, indem wir die aktuelle Maschinenleistung mit den Herstellerdaten verglichen. Klingt simpel, aber das war die Grundlage, um loszulegen! Mit einer cleveren Pareto-Analyse und einem ausgeklügelten Maßnahmenplan haben wir uns Stück für Stück vorgearbeitet:

  1. Wir haben die größten „Verlustbringer“ identifiziert – angefangen bei den Geräten, die am meisten Potential verschenkten.
  2. Menschliche Fehler als Ursache? Durch detaillierte Prozessanalysen konnten wir diese ausschließen.
  3. Wir haben sichergestellt, dass die Rohstoffbedingungen den Anforderungen der Maschinen entsprechen.
  4. Ein synchronisierter Wartungs- und Verbesserungsplan sorgte für kontinuierliche Optimierungen.

Die Ergebnisse lassen sich sehen!

  • Verfügbarkeit: Durch eine Kombination aus Ursachenanalyse (RCA) und gezielten Maßnahmen (CAPA) haben wir die Maschinenverfügbarkeit von 84 % auf satte 92,5 % gesteigert.
  • Leistungsrate: Kleinere Stillstände? Kein Problem mehr! Dank regelmäßiger Kontrollen der Maschinen und Teile konnten wir die Produktivität um 38 % steigern – von 9,36 auf 12,86 Stück pro Bediener und Tag!
  • Durchlaufzeit: Bei der Generatorlinie halbierte sich die Durchlaufzeit von 12,2 Tagen auf nur noch 6,1 Tage – ein riesiger Fortschritt!

Und das Beste? Die Qualität schoss förmlich durch die Decke:

  • Kundenausfälle bei Generatoren: Von 4.261 auf 0 – ein unglaublicher Erfolg!
  • Fehlerquote bei Steuerungen: Von 1.657 auf 0 reduziert.
  • Interne Fehlerquote: Um beeindruckende 86 % gesenkt – von 117.845 auf 16.413 Fehler.
  • Ausschusskosten: Von monatlichen 704.000 RMB auf nur noch 13.000 RMB – das sind 97 % weniger!

Dank dieser Verbesserungen erhielten wir nicht nur mehr Aufträge, sondern konnten sogar eine dritte Schicht installieren – ein echter Meilenstein für Umsatz und Gewinn!

Experts in the Automotive Industry Asia

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Top Concerns in AI Safety

Image: Center for Data Innovation

Experts have outlined their main concerns about AI safety, focusing on three major areas: safety risks, societal risks, and existential risks. When asked, “What worries you most about AI safety?” they pointed to various challenges.

Safety risks include the creation of AI systems that are unsafe, inaccurate, unreliable, or fail in unexpected situations. Both U.K. and Chinese experts raised concerns about AI systems not aligned with human goals or values, as well as the dangers of human-AI interactions, such as robots causing harm or accidents with self-driving cars.

Societal risks involve issues like AI misuse, such as the creation of deepfakes for fraudulent purposes. U.K. experts emphasized ethical concerns, particularly regarding AI’s impact on children and the risk of job displacement leading to high unemployment. They highlighted the need to address these issues to prevent social disruption.

Existential risks were a primary focus for some Chinese experts, who stressed the potential threats posed by advanced AI systems, including weaponization. They noted that AI’s rapid development could lead to significant and possibly irreversible global consequences.

It’s clear that addressing AI safety is essential to mitigate potential harm on a societal and global scale.

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What strategies from other industries could be valuable for the automotive sector to adopt?

Three significant strategies stand out: regionalization, multi-sourcing, and collaboration.

  • Regionalization: Establishing manufacturing facilities closer to key markets can help automotive companies manage risks related to tariffs, geopolitical tensions, and supply chain disruptions. This approach not only enhances business continuity but also brings added advantages like faster response to regional customer needs and a smaller carbon footprint.
  • Multi-sourcing: Engaging multiple suppliers for essential components boosts agility and resilience. This practice reduces the risk of production stoppages, minimizes recalls, enables competitive pricing, and shortens time-to-market. Although it may require initial investment and effort, the long-term benefits significantly outweigh the challenge.
  • Collaboration: Forming partnerships with suppliers and ecosystem players early in the product development process allows automakers to synchronize roadmaps, define key features, and ensure supply stability. This collaborative approach fosters innovation and allows for quicker adaptation to changing market demands.

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China: Warum Deutschland aufwachen muss

China: Vom Rückstand zum Vorsprung!

Als ich 1993 zum ersten Mal nach China kam, war das Land in vielen Bereichen rund 150 Jahre hinter Deutschland. Heute? China hat uns in etlichen Belangen um 50 Jahre überholt. Klingt provokant? Vielleicht. Aber lassen Sie uns einen genaueren Blick darauf werfen.

„Das kann doch nicht sein!”

Sicher, diese Behauptung klingt wie das übliche „China-bashing”, um Aufmerksamkeit zu bekommen. Doch warum sollten wir uns die Augen reiben und einfach weiter abwarten? Gerade jetzt, wo Experten wie beispielsweise Interim Manager dringend benötigt werden, um Firmen in Europa, den USA und Asien aus der Krise zu führen, passiert… nichts. Stattdessen stecken viele Firmen den Kopf in den Sand und hoffen, dass alles einfach so wieder vorübergeht, wie es gekommen ist. Spoiler: Das wird es nicht!

„Wir müssen unsere eigenen Leute beschäftigen. Wir können doch nicht Entlassungen vornehmen und dann teure externe Experten holen”, lautet oft der Einwand des Betriebsrates. Doch das Problem: Wer so argumentiert, hat in der heutigen globalisierten Welt schlichtweg den Überblick verloren oder hofft mit dieser Argumentation wiedergewählt zu werden.

Chinas Blitzstart in die Zukunft

Wer sich etwas mit der chinesischen Geschichte auskennt, weiß: Der Aufstieg Chinas war unvermeidlich. Chinas Maschinenbau-, Automobil-, Flugzeug- und Mobilfunkindustrie expandiert in rasantem Tempo und erobert die Weltmärkte – oft mit technologisch fortschrittlicheren und preisgünstigeren Produkten als der Westen. Wer hätte vor 30 Jahren gedacht, dass Deutschland einmal seinen Titel als größter Maschinenbau-Exporteur an China verlieren würde?

Chinesische Firmen spielen ein ganz anderes Spiel als westliche Unternehmen. Sie nehmen kurz- und mittelfristige Verluste in Kauf, um langfristig Marktanteile zu erobern. Gleichzeitig bauen sie immense Produktionskapazitäten auf, bevor sie überhaupt den ersten Euro (oder Yuan) verdienen. Dazu kommt: Die chinesische Regierung sitzt direkt mit am Unternehmenslenkrad. Privatunternehmen? Die tanzen nach der Pfeife der Regierung, ob sie wollen oder nicht.

Der Westen im „Sandkasten-Modus”

Eine Geschichte aus meiner eigenen Praxis als Interim General Manager in China: Der Kunde wollte in China bestellen, aber das deutsche Hauptquartier bremste: „Wir können dort nicht produzieren, wegen unserer IP. Die Maschine, die wir für diese Produktion in Deutschland benötigen wird erst in einem Jahr geliefert, die Produktion und Qualitätskontrolle dauert dann nochmals ein Jahr bis alles in China ankommt.” Was passierte? Die Konkurrenz schnappte uns den Auftrag vor der Nase weg. Das Resultat: Ein verärgerter Kunde und wir schauten dumm aus der Wäsche.

Der Westen isoliert sich, während China sich die Hände reibt und munter in die Weltwirtschaft investiert. Präsident Xi hat vor Kurzem angekündigt, die Türen weiter zu öffnen, damit chinesische Firmen im Ausland erfolgreich werden können. Und sie tun es – mit Volldampf. Die „Belt and Road”-Initiative ist dabei nur ein Teil des Plans.

Vom Stolz der Chinesen und vom Branding-Debakel des Westens

Noch vor einigen Jahren galten westliche Produkte in China als das Nonplusultra. Heute? Die Chinesen kaufen lieber ihre eigenen Produkte – und das aus gutem Grund: Qualität, Preis und Technologie haben aufgeholt, oft sogar überholt. Chinas staatliche Unterstützung und Protektionismus tun ihr Übriges, um den nationalen Champions den Weg zu ebnen.

Und wir? Lamentieren weiter. Es ist Zeit, etwas zu ändern!

Was können wir tun?

Deutsche Exporteure sollten die Stärken hervorheben, die uns von der Konkurrenz abheben: Zuverlässigkeit, Langlebigkeit, Servicequalität. Nutzen wir unsere Innovationskraft, um technologische Führerschaft zu behaupten und neue Marktsegmente zu erobern. Es gibt keine Patentlösung – jede Firma muss ihre Strategie individuell anpassen, basierend auf einer gründlichen Analyse des chinesischen Wettbewerbs.

Ein Beispiel aus meiner Erfahrung: Während der Corona-Zeit verkauften wir Maschinen in China, obwohl wir 30% teurer waren als die chinesischen Mitbewerber. Warum? Unsere Präsentation zeigte technische und kommerzielle Vorteile auf, die sie nicht bieten konnten. Und als es an den Service ging, hatten wir eine Lösung, die die Konkurrenz einfach nicht bieten konnte: AR (Augmented Reality). Dadurch konnten wir auch während der Pandemie schnell reagieren, wenn irgendwo eine Maschine stehenblieb – ein entscheidender Vorteil.

Fazit: Aufwachen, mitmachen!

Wer jetzt noch auf der Seitenlinie steht, sollte schleunigst auf das Spielfeld wechseln. China wird weiter voranschreiten und der Westen muss mitziehen – oder wird abgehängt. Lassen Sie uns zusammenarbeiten und Lösungen finden, statt weiterhin die Hände in den Schoß zu legen.

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Re-investment in hidden champions worldwide

Like a bank, we take your investments and invest in industry and other sectors worldwide at factor 2 (200% of profit rate), for example, training and consulting for companies and universities, robotics, AI, tourism, green energy, entertainment, and other modern financial attractive fields.
We can bring significant value to your investments, whether you are a company or a private person. We deliver results that far exceed your expectations. Within the last three years, statistics show that, on average, the added value provided by GTEC for you can be up to 2 times their cost.

Like a flash of lightning, your missing piece is why you should invest in GTEC: Investors build companies! They do not build products. They do not provide services. They build companies, companies that provide products and services. You are not going to build our product/service or team. With your investment, you give guidance and enable us to bring solutions to life. Once traction turns to growth you expect your return of investment, more than what banks and stock markets can bring.

For example, we invest in entertainment.

Just click on one video we made for you (in German): https://teamlifebydesign.vifugo.co/7522

There you will find the introduction and promotion of a company called baccarat-entertainment.com with attractive profit rates, beyond your expectations (see picture below).

Need assistance and further info? Just see the video and arrange a telecon with us.
Even if you don’t want to take any risks, we can have proven solutions for you.
If you want to register directly without German video to save your time, click https://baccarat-entertainment.com/office/register and fill in your data. Please use qukanghan as the sponsor ID, otherwise registering will not work. Then call me to arrange a meetinAttractive Investments at GTEC (German Technology and Engineering Cooperation)g on how to go on.


Karlheinz Zuerl

China
200030 Shanghai, Yelian Road 333
215131 Suzhou, Chunshenhu Road 465

Thailand
Chiang Mai, Hang Dong 227

Email: [email protected]
Tel. +86-13482438080 China
Tel. +66-636780790 Thailand

What Value Does an Interim Manager Bring to a Company?

We do the hard job for you in China and Asia at factor 6 (600% of profit rate)
Interim managers can bring significant value to a company, often delivering results that far exceed initial expectations. Statistics show that, on average, the added value provided by interim managers can be up to six times their cost.

The real value of an interim manager lies in their ability to not only execute tasks but also document the entire process—from input to output. This comprehensive documentation ensures that the improvements made are both visible and sustainable, allowing the company to continue benefiting long after the interim manager’s role has ended.

Ultimately, the key advantage of an interim manager is their ability to deliver tangible results within a short timeframe. Whether it’s turning around a struggling department, managing a critical project, or filling a leadership gap, an interim manager’s focused expertise and objective perspective can significantly enhance a company’s performance and position it for long-term success.
Need assistance? Our GTEC team is flexible, experienced, and ready to guide you through the industrial and supplier jungle in China, Asia and Eastern Europe – with customized solutions and full commitment!


Karlheinz Zuerl

China
200030 Shanghai, Yelian Road 333
215131 Suzhou, Chunshenhu Road 465

Thailand
Chiang Mai, Hang Dong 227

Email: [email protected]
Tel. +86-13482438080 China
Tel. +66-636780790 Thailand