Peter Böning

- strategische Entwicklung in Abstimmung mit der Geschäftsleitung

- Repräsentant der Bereichsinteressen im Unternehmensverbund

- Konsolidierung der ERP-Lösungen

- aktive Begleitung der globalen Konzepte

- IT als strategischer Vorteil

- Budgetverantwortung für den Bereich IT

- Langfristige Ausrichtung der Systeme, Prozesse und Anwendungen

- Umsetzung der IT-Strategie mittels IT-Standards

- Abstimmung mit dem Business in Bezug auf die Prozessoptimierung

- fachliche und organisatorische Leitung der IT-Abteilung

A result driven and customer focused professional responsible for building a new global organisation including facility data centers, plant IT infrastructure, user support and all manufacturing, productionn and warehouse systems at 62 sites in 19 countries. • Reorganisation of IT support from 62 sites into 5 regions. • Develop Improvement Strategies for “Plant IT” in the areas of: Manufacturing IT, Local HR IT, Admin IS, Local Finance IT and Plant Support (Regional and Global) • Measuring and Auditing Success like Budget/Cost, Objectives/Results and Standards/Site Audits • Continuously improving processes • Implementations: Change-, Asset-, ID Management, Lifecycle Control plus Project/Programme Management • Virtualisation technologies, unified communications, security improvements.

Responsible for the support, administration and development of IT infrastructure, Process Control and Production Management Systems at 24 sites in 12 countries.Leading 25 staff in 9 Teams• Budget of 4 Mil. US$• Implementation of “Plant IT“ concepts at 24 sites in EU• Restructuring of all regional IT, DCS and ERP interface support functions• Standardisation of defined core processes & implementation of several management systems in the follwoing areas:- Client Server installation (Altiris)- DCS (Provox and Delta V) Implementation- Service Desk (ITIL)

• Special projects in some plants to enable Plant IT at discrete manufacturing sites.

Responsible for the re-organisation of a number of IS, IT, E&I and HRIS groups into a single IT support organisation. This new team had the objective to efficiently support IT infrastructure, Process Control and Production Management Systems at 19 sites in 11 countries.• Starting with 35 staff in 19 teams• Budget of 7 Mil. US$• Implementation of new management tools ( PBM, 360°, performance audits, character tests and –trainings) to support the reorganisation• Implementation of measures, security audits, process audits • Supporting the region in its centralisation process• Managing the IT component of the European ISO 9000 certification process• Project leadership: Change Control – Global IT• Leading project contribution of a new ITIL based global Service Desk• Technical areas included: Provox, Aspen, Kent, Siemens S7, Delta V, Nortel, Cisco, 3Com, Microsoft (OS and Apps), Lotus Notes Domino, WinLIMS, Citrix, Business Objects, JDE, EssbaseHigh customer satisfaction, efficient delivery and very high levels of motivation became the trademark of the new organisation.

Responsible for the implementation and optimisation of DCS, PLC, SCADA and MES systems.• The creation of European process control standards (resulting in major savings)• Project engineering for European process control systems change out project• Standardization initiative for process, lab and business LAN• Leadership member of global Y2K project (resulting in an ‘Sam Bodman Award for Excellence’)• Started internal auditing to enhance exposure of continuous improvement in production systems.• Project leader global MES definition and process development• Business Objects OLAP reporting on SCADA and PPSThe development of standardised DCS systems and code libraries resulted in significant savings in the engineering of new plants and plant changes.

Responsible for the coordination of all production based DCS, PLC, SCADA and AS400 PRS system efforts in the European Carbon Black organisation.• Production Systems strategy and tactical planning• European Systems budget control (approx. 1 Mil. US$)• Project leadership for the introduction of European Production Planning System • Project engineering for European LAN and WAN• Project engineering and management for Global DCS and PLC replacement with Fisher Provox

Production operations and management • Shift (resource) planning and execution• Project management for local production improvement projects• Production budget control (feedstock, additives, resources)• Plant Production System operations and management • New R&D development assessment and integration.• Project management for local production systems projects• Expert for internal European customer service and support• Plant Production Systems budget control

In 1989 I was head hunted into a programmer position at AT&T’s manufacturing consultant business. After only a few weeks of working in the programming group I was asked to consult international clients in Belgium, Germany, Scotland, Luxembourg, France and UK.• Programming and Configuration of Biles AIM SCADA systems• Technical Consultancy and support for many internationa accounts (GE, AT&T, Fasson, BP, Shell, Avery)

As a part of the College outplacement program (sandwich degree) I found a place in the Grid Control (distribution control centre) of British Gas – where I learnt the details of programming SCADA systems and control computers.• Programming of SCADA systems• Process configuration of the Central Distribution Control systems

• Development of air conditioning PLC software• Development of a portable programming unit for emergency PLC changes• PCB construction and ROM reprogramming for runway maintenance vehicles.