The interim manager was tasked with taking over the management of a manufacturing company that was struggling economically and organizationally in order to lead it out of the crisis. The task was to initiate a realignment and implement it operationally. The interim manager was responsible for 7 Asian subsidiaries. The main task was the restructuring itself, the establishment of a lean organization and ensuring qualitative stability. He was also tasked with expanding sales in Asia, sales control and ensuring operational and legal compliance.
Sales realigned and further internationalized
In order to lead the ailing company out of the crisis, the interim manager developed a comprehensive package of measures as Senior Vice President APAC.
For example, he realigned the sales organization using lean management methods. This increased both effectiveness and the level of individual responsibility. At the same time, he initiated the expansion of the international sales network by integrating new distribution partners (B2B) and system integrators. He also initiated market development in Vietnam and Taiwan.
Developed financial leeway and negotiated new credit lines
The interim manager developed financial leeway by improving the balance sheet values, cash flow and working capital. He successfully negotiated new credit lines, implemented a cost reduction programme and implemented the transfer of assets, including disposals.
Restructuring with closures, outsourcing and start-ups
The restructuring measures also included a reorganization, which the interim manager designed, presented and successfully implemented. Among other things, the "Planning and Drawing" division was outsourced to Indonesia (internal carve-out). The branches in Thailand and Malaysia were closed. Almost simultaneously, 3 new profit centers were established for service, academy and rental. Overall, the headcount was reduced from 101 MTAs to 87 without any loss of quality.
Restructuring improves balance sheet - EBITDA of 1.3 million Singapore dollars
The other sub-projects and sub-results include Partial results include:
- Shared service center with central control function established APAC-wide for Finance and HR and standardized reporting ensured
- KPI and bonus system introduced based on quantitative performance measurement according to BSC
- Strategic further development and establishment of necessary infrastructure implemented
- Project managementMethods and PMO with quantitative performance measurement introduced
- Delivery times and reduction of penalties achieved
- Workflows and processes optimized according to SIPOC, including production and engineering.
- Availability of spare parts ensured and MRO (Maintenance Repair Operation) driven forward
- Involvement of strategic service providers and system integrators.
The project was completed successfully and satisfactorily after a period of 12 months. The restructuring has improved the balance sheet values. As a final result, the company has now achieved an EBITDA result of 1.3 million Singapore dollars above plan. Compliance in the Asia-Pacific region has been ensured.
