Head of Engineering at a Construction Supplier

Re-organization of the Engineering Office

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Company Details

3^rd generation family business, 110 M EUR in sales, > 800 staff
5 locations, locations are individual profit centers

p

Situation and Challenge

Desolate initial situation, no organization, no leadership
Switched to SAP without testing: none of the processes aligned to actual business
Worker’s contracts not customized, high staff fluctuation

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Objective and Tasks

Streamline organization and re-build towards team effort
Implementing new functions (structural engineering/ technical documentation, CI & LL, project managers)
Establish simple processes
SAP training, introduction of Excel application to track delays, establishing KPIs and capacity planning
Stop fluctuation, motivate staff, adaptation of worker’s contracts

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Measures and Approach

Weekly departmental jour fixes, daily tour of premises: listening and talking to each employee
Identify and formulate top 10 problems, initiate change processes
Establish deadline tracking, quality improvement, raise cost and follow-up cost awareness (design freeze)

x

Results and Achievements

Department acts as a team (team spirit)
Alignment of internal processes (CI and LL) results in 30% improvement of lead time
40 % improvements in timeliness, 20 % in quality, 90% in cost/follow-up cost (design freeze)
No staff fluctuation during mandate period: 100 % improvement

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