This document provides a summary of the career experience and qualifications of Jost Bierbaum, including over 25 years of experience in automotive supply chain management, most recently as General Manager for WKW Erbsloeh North America where he improved key performance metrics and implemented lean manufacturing practices. Prior to that, he held leadership roles with Eissmann Group Automotive, growing their North American operations significantly.

1. Jost Bierbaum
162 Grand Way Cell: (205) 473 5238
Talladega AL, 35160 e mail: Jostbierbaum@gmail.com
SUMMARY A strong bilingual General Manager / Plant Manager with a proven track record of effective
leadership, program management, profitability, and growth in the automotive industry in the
US and Europe. Well rounded in the American and European culture, with solid experience
as Tier one and Tier two supplier.
CAREER HIGHLIGHTS
WKW Erbsloeh Automotive
WKW Erbsloeh Automotive is a leading supplier of exterior aluminum trim parts for automobiles.
WKW offers the complete program - from material alloy to molding and extruding of semi-finished
products all the way to mechanical processing and surface finishing.
General Manager
WKW Erbsloeh North America LLC
Pell City, AL
August 2014 - Current
 Restructured organization and implemented key performance indicators (KPIs).
 Reduced customer backlog by 38 % during the first 8 months.
 Improved first time yield from 58% to 68 %.
 Established preventative maintenance program which improved machine availability by 17 %.
 Implemented lean production system and procedures including supply chain planning, built-to-
schedule tracking, and daily overall equipment efficiency (OEE) reviews.
 Built and bonded a cross-functional team throughout production, quality and customer service –
planning, and program management.
 Established a local supplier set for materials and equipment which improved inventory, lead time,
and cost.
 Set up a performance based compensation system.
 Established a plant wide training program throughout all levels of operations.
 Reduced turn over from 48% to 25 %.
 Developed and implemented a standardized and transparent reporting system to German
headquarters.
 Prepared presentations and lead customer meetings on OEM, and Tier levels.

2. Jost Bierbaum 2
Eissmann Group Automotive
Eissmann Group Automotive is a high quality supplier of automotive interiors for virtually all OEMs in the
premium segment.
Their portfolio encompasses trim components includes center consoles, instrument panels, armrests and
door assemblies, complete interiors as well as combined operating elements such as gear knobs,
handbrake gaiters and shifter systems, and driver airbag covers.
President - General Manager,
Eissmann Group Automotive North America Inc.
Pell City, AL
July 2008 – August 2014
 Optimized plant output in 2009 to preserve profitability amidst economic downturn.
 Expanded Pell City plant three (3) times to accommodate new customer demands, managed the
completion of all three phases ahead of time and under budget. Grew operation from 80
employees to 350.
 Moved Mexican operation into new facilities in time and on budget, grew Mexican operation from
60 employees to 380.
 Increased bottom line profitability in both plants by implementing TPS.
 Started sales and engineering operations in Troy MI
 Acquired profitable and high profile new customers like Chrysler, Tesla, and GM.
 Established and led program management teams in all North American locations
 Implemented lean production system and procedures.
 Bonded a cross-functional team throughout production, quality, and program management.
 Developed local supplier’s for equipment which improved lead time, and cost.
 Established a plant wide training program throughout all levels of operations.
 Reported all KPI’s transparent and standardized to German headquarters.
 Established reference parts with OEM and Tier customers.
Vice President Sales and Program Management
Eissmann Group Automotive North America Inc.
Pell City, AL
September 2005 – June 2008
 Startup of Eismann’s first North American production facility in Pell City, including budgeting,
business planning, site selection, construction, and line transfer.
 Established customer relationships with purchasing, program management, quality, and
production.
 Acquired, developed, and launched 3 additional projects during first 6 months of this assignment
 Built and trained local program management team
 Exceeded budgeted sales goals by 100% within the first three years.

3. Jost Bierbaum 3
Key Account Manager
Eissmann Group Automotive
Bad Urach, Germany
January 2002 – August 2005
 Established relationship and secured the first Eissmann contract in the UK, developing and
supplying shifter knobs for Jaguar
 Established relationship with Mercedes Benz and developed this into Eissmann’s largest account.
 Developed and grew Mercedes Benz business unit, including sales, program management,
product engineering, and quality teams
 Secured first North American business, which led to Eissmann’s expansion into North America.
Account Manager
Eissmann Group Automotive
Bad Urach, Germany
January 1999 – December 2001
 Face to the customer for Volkswagen, the biggest Eissmann customer at the time
 Secured several new programs and grew sales by 20% as Volkswagen key account manager
 Acquired and checked RFQs
 Calculated new projects, prepared budget plans, milestones, project timing etc.,
 Initiated and led kick off meetings
 Negotiated contract pricing, long-term contracts, tooling cost etc.
 Led annual budget planning and rolling forecast for VW account
 Maintained sales database in AS 400 based PPS system
Heider Leder
International operating Leather trading company
Sales Manager
Heider Leder
Weismain, Germany
January 1996 – December 1998
Sales Manager
 Extended customer base, increased annual sales by more than 200 %
 Scheduled production at specific suppliers
 Developed new leather types that contributed to the significant sales and customer increase.

4. Jost Bierbaum 4
Melchinger Ledermoden
Manufacturer of garment & glove leather as well as leather fashion
Operations Manager
Melchinger Ledermoden
Metzingen, Germany
June 1992 – December 1995
 Overseen and scheduled production
 Developed new leather types and color´s
 Managed sales and developed customer base.
 Increased efficiency to achieve a 400 % increase in sales / production with nearly the same
number of employees
Lederfabrik Hoffmann
Manufacturer of high quality shoe upper leather
Finishing Engineer
Lederfabrik Hoffmann
Viersen, Germany
September 1991 – May 1992
Reviewed and analyzed market trends in shoe fashion, developed newest finish and color variants for the
semi-annual trend fairs.
Additional Training:
Program Management
Sales and closing negotiations
Remote team management
Business administration
Lean manufacturing, Kaizen workshops, kanban implementation among others with Toyota in Japan
Communication and motivation
COMPUTER SKILLS
Microsoft Office Professional
AS/400,
MS Project
Spinfire.
EDUCATION
Staatlich geprüfter Ledertechniker, Westdeutsche Gerberschule Reutlingen, 1989 - 1991
Leather Engineering
Technischer Betriebswirt, IHK Reutlingen, 1998 - 2000
Technical MBA