A medium-sized tier 1 supplier of components for the automotive industry had repeatedly experienced disruptions in start-up production. This resulted in insufficient output and supply problems for the company's customers. The current interim manager was seconded as a salaried plant manager to identify the causes and define processes to prevent disruptions in the future.
Inadequate ramp-up planning analyzed and weak points identified
When analyzing the ramp-up disruptions, the interim manager quickly discovered that the processes for ramp-up planning in the plant were not sufficiently defined. This affected both personnel and resource planning as well as numerous processes relating to machines and equipment. For example, key factors for ramp-up planning, such as the deployment of new and experienced personnel or individual and group work, were not taken into account. Work steps were poorly planned and cycle times were also insufficiently included in the ramp-up planning.
Rescheduling personnel deployment as one of the most important parameters
After the interim manager had gained a comprehensive picture, he worked with a team of managers and specialists to redesign the ramp-up planning in order to ensure reliable output forecasts.
Personnel deployment was one of the most important parameters. Previously, a high proportion of staff who were not well trained had significantly reduced productivity. The interim manager now ensured that sufficiently well-prepared personnel were available for each production step - and that new personnel were prepared for the new tasks in good time. Test runs on two production lines were used to determine the best possible equipment.
Complexity of work steps equalized and error rates reduced
The interim manager and his team achieved a further increase in productivity by reducing the complexity of the work steps. Previously, work steps of up to 10 minutes in length were quite common in the plant. The reduction to 1 to 3 minutes per step made a significant contribution to reducing the error rate per position - and increasing productivity at the same time.
Detailed calculation scheme developed for future ramp-ups
The interim manager used the new personnel deployment planning and evaluations of previous production ramp-ups to create a new detailed calculation scheme for future ramp-ups. This scheme makes it possible, for example, to simulate the influence of personnel planning (experienced and new employees) - and to plan personnel requirements accordingly.
New ramp-up planning introduced company-wide as standard
The acid test for the new ramp-up planning was the start-up and ramp-up of a new product line. The smooth process proved that the interim manager and his team had created a reliable basis for efficient processes with their calculations.
Since the introduction of the optimized ramp-up planning, production ramp-ups have been handled smoothly for all subsequent projects. Following successful tests, the project was established as a standard in the company and has since served as the basis for planning start-ups throughout the company.
