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Case Study

Plant Manager to ramp up production

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At intralogistics solution provider in the US

A global organization providing automated solutions focusing on order fulfillment and storage/retrieval of single items had a lot of challenges: Underperformance in production output, high operational costs, quality assurance problems, siloed communication among departments. A comprehensive turnaround strategy is to be implemented. As measures an initial assessment to define the baseline targets was undertaken- Results comprimised a successfull turnaround strategy and the production achieved its target levels.

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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
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