Competitive pressure requires change
A global market leader in wind turbines was confronted with an existential challenge: In order to ensure long-term competitiveness in an increasingly competitive market, the entire production structure had to be restructured and made fit for the future. Without a fundamental realignment of production, there was a risk of losing market position – a situation that required quick and decisive action.
Three acute problems
The company’s production processes suffered from excessive costs and low capacity utilization, which massively threatened the profitability of the entire production. At the same time, outdated manufacturing processes and the lack of uniform standards are slowing down the efficiency and flexibility of production. Another central problem was that a new plant had to be built in the Far East at the same time. Restructuring and modernization were necessary due to the situation.
Four levers for transformation
The interim manager developed a clear and targeted transformation plan to sustainably improve production processes. A central building block was the rebuilding of the plant in the Far East. At the same time, the sale of a German plant was initiated. Restructuring measures at all production sites were intended to increase efficiency and reduce costs. Another decisive step was the introduction of LEAN methods.
From analysis to operational excellence
The implementation of the transformation strategy was targeted and successful: The new plant in the Far East was commissioned on time and within the planned budget. By introducing flow production principles, it was possible to implement large-scale projects on time and significantly improve delivery reliability. The implementation of LEAN principles led to a noticeable increase in productivity and a sustainable improvement in product quality. At the same time, the handover to the successor took place seamlessly, so that the progress achieved was secured in the long term.
