A German automotive supplier had sold a production area abroad. A new production facility was to be built on the site of the old plant. The interim manager was commissioned to manage the relocation of several systems from the old production area.
The client is a medium-sized automotive supplier with 700 employees. The company near Passau generates a turnover of 200 million euros. Prior to the mandate for the relocation of the production facilities, the interim manager had already been involved in the sales negotiations and contract drafting.
Dismantling during ongoing operations without disrupting other production
One of the challenges of the project was to ensure that the dismantling of the sold facilities did not disrupt other production processes at the site. Particular attention was paid to ensuring that logistics processes were not interrupted. Another obstacle was that there was hardly any storage space available on the site. At the same time, however, it made economic sense to plan the relocation in large stages.
Detailed schedule for relocation created and agreed
The interim manager ensured that ongoing production was not interrupted with sophisticated planning of the dismantling work and removal logistics. He drew up a detailed schedule and coordinated it with all parties involved. In particular, this included the client's production and logistics departments as well as the company responsible for transportation. The interim manager was also responsible for all internal and external communication about the project, as many of the client's stakeholders did not have sufficient knowledge of English.
All planned systems and one additional system were relocated on schedule. The foundations were completed within the specified schedule. As a result, the newly arriving turbines could be installed without delay. Further systems are to be relocated in December 2019 or January 2020.
Productivity boost initiated by using set-up helpers
In an additional project for this client, the interim manager initiated a productivity boost in another production area. His analysis of the production processes had shown that machine set-up times could be reduced by 50 percent per shift by using a set-up assistant. This increased the productivity of the area by up to 5 percent.
