After lengthy negotiations, a group from the rubber industry succeeded in acquiring a strategically interesting company and competitor. The owner left the company without a transition period. The interim manager took over the management of the company as managing director and plant manager during the post-merger integration into the group. The focus of the task was to secure the result. It was also important to retain expertise and top performers and to win over the workforce for the new path and ambitious expansion projects.
Appreciation and listening create a constructive working atmosphere
The former owner had managed the company as a patron. The interim manager quickly succeeded in creating a constructive working atmosphere and building trust by showing appreciation and listening. He was then able to redefine the management structure and tasks. He held discussions with the key people and highlighted the opportunities offered by being integrated into the Group-wide responsibility.
The Group management also showed a presence at the site. Together with the integration team, the interim manager clarified the uncertainties of key personnel and employees about the future. Visits to Group companies encouraged identification with the new owner. The skepticism gradually gave way to a feeling for the development opportunities. All key personnel were retained and were motivated to take on the new tasks and roles.
Increased work safety and optimized quality management
The interim manager identified a number of weaknesses in the operational work. He closed gaps in occupational safety and in the quality management system. He created further trust through his presence in production. At the same time, the interim manager coordinated the product portfolio within the group. As a result, the site was strengthened.
Logistics concept developed for local expansion and implementation initiated
The successful integration process led to plans for the future. Together with the teams, the interim manager developed a logistics concept for local expansion and better integration into the group. He defined requirements for new production facilities and obtained quotations. The concepts were evaluated with the local managers and contracts were awarded. A further hall has also already been outlined.
Successful post-merger integration increases productivity and earnings
The post-merger integration was completed in an unexpectedly short time. All top performers remained on board and were integrated into the new management structure. Successes on the procurement market improved the result and new technological solutions increased productivity. The introduction of LEAN elements marked the start of an improved material flow. Planning and preparations for a 40% increase in capacity are already underway, supported by the new logistics concept. The annual financial statements showed a very pleasing result.
