Plant Manager to ramp up production

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At intralogistics solution provider in the US

A leading global provider of automated solutions for order fulfillment and warehouse logistics was facing significant challenges: insufficient production output, high operating costs, quality deficiencies and isolated departmental structures. A comprehensive turnaround strategy was implemented. This included a thorough analysis to define key objectives and the introduction of a unified sales strategy. The result: the turnaround strategy was a complete success and production output reached the targeted level.

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Company

Global organization providing automated solutions focusing on order fulfillment and storage/retrieval of single items
Substantial presence in 30 countries, workforce of > 2,000 employees
Advanced engineering solutions and cutting-edge technologies

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Challenge

Significant operational challenges in its U.S. plant, necessity for a comprehensive turnaround strategy
Underperformance in production output, high operational costs, quality assurance problems, siloed communication among departments

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Goals

Ramp up production to meet target levels from 6 up to 25 units/week
Improve operational efficiency to reduce costs and enhance quality assurance processes
Accelerate and secure critical S/4HANA implementation
Coach the existing plant manager and provide leadership oversight
Develop a new scorecard to monitor business improvements

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Measures

Initial assessment and quick wins to define baseline targets and identify three key improvement projects within the first 6 weeks
Focus on quality assurance processes and cost savings in phase 2 (4-6 weeks) including Kaizen projects with cross-functional teams
Broadening impact with three specific impact projects and engagement with North American sales team to align with sales strategies

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Results

Production achieved target production levels, enhancing the plant‘s output and efficiency
Substantial cost-saving measures were taken through localized procurement and operational improvements
Sales strategies were integrated boosting confidence in the U.S. plant‘s capabilities ensuring a smooth transition of orders from German plants
The project was implemented in less than half the planned time, in five and a half months. Due to the successful turnaround strategy, the interim manager was hired as Senior Director of Production
The interim management project was carried out by Heidrick & Struggles On Demand Talent as a cooperation between BTG and Atreus