Mittelstandsberatung Heinen GmbH

The future belongs to those who change it

About us

mib Heinen is looking back to more than 15 years experience in consulting companies all over the world. After more than 10 years as responsible manager of logistics, purchasing and information technology in a European steel group (Hoogovens / Corus) Peter Heinen started his career as a consultant for logistical optimization at hba GmbH Germany in the year 1999.
After more than a year, he took over the management of hba Deutschland GmbH, a subsidiary of hba Ltd. based in Birmingham, England. 

The consulting firm mib Heinen was founded in 2003 by Peter Heinen and Christof Bäumer under the name Bäumer&Heinen Mittelstands- und Industrieberatung GmbH, of which mib is derived.
Within this time, changes in the company took place.
In 2015, Managing Directors Bäumer and Heinen separated by mutual agreement.
Peter Heinen remained core competency and focused on his newly founded company consultancy since January 2015 and has been able to contribute his experiences of recent years into new projects.

After a very successful start-up year, Peter Heinen e. K., changed over to 
mib Heinen GmbH.
Our customers are well-known companies worldwide.
Bosch Siemens Haushaltsgeräte GmbH, THOMSON, GrassValley Germany, Schalke 04 Ticket & Secure, Siemens, Schwank GmbH, Schmolz + Bickenbach GmbH, Polyplast Müller GmbH or Yara.

mib Heinen
GmbH can draw on worldwide experience. Active in India, China, South America, the USA and in various countries of Europe. Currently several projects are ongoing on the African continent. Some projects have been successfully completed by the end of 2016. In Cameroon, Kenya and Ivory Coast.

In these countries, we were able to improve the working conditions on behalf of one of our customers by means of methods from the Toyota Production System, or have temporarily assumed responsibility for operational management. At the same time, we have taken over the project management in Ghana for the construction of a new production facility until the transfer to the operative business.
Certainly, it is not always easy to bring about changes and understanding of work safety, as well as investment, especially in these countries - which are only on their way to a new country. However, we can proudly say that this has already been achieved at various locations. In Cameroon, for example, the site was set up on a European level in the Cameroon region, where management and employees were sensitized to work safety, cleanliness and order, and a new distribution center with an improved logistics concept was implemented in Kenya.
In our potential analyzes, we are constantly finding - and to the astonishment of many managing directors - that in 9 out of 10 cases the processes can be optimized by up to 70%. This means that a large part of the sub processes are superfluous, unnecessary and usually have grown historically.