Supply crisis and complex product launches collide with an organisation stretched beyond its limits
A family-run automotive supplier with two plants and around 600 employees was under significant operational pressure: supply bottlenecks, substantial backlogs and concurrent product launches were jeopardising customer relationships and the quality of its results.
The Executive Board appointed an interim COO to stabilise production, logistics and the supply chain, restore the ability to supply OEMs and sustainably realign operations.
From ‘firefighting’ to resilient operational leadership
The organisation was operating in crisis mode. A lack of transparency in volume, capacity and staff planning, bottlenecks and unstable production control prevented proactive action. At the same time, critical production runs had to be secured without increasing staff numbers.
What was required was a rapid supply of reliable facts, acceptance of the course of change, and the consistent resolution of OEM escalations.
Stabilise, manage transparently, improve sustainably
An integrated operational strategy combined the stabilisation of deliveries with structural improvements in performance. KPI-based management, comprehensive shop floor management and end-to-end planning of volumes, capacity and staffing created a shared factual basis.
Production control shifted from ‘firefighting’ to a forward-looking ‘pull’ approach. OEE, TPM, quality and agile start-up management were established as key drivers of productivity and capacity.
Line management – impact on the shop floor
The interim COO took charge of around 600 staff, analysed the situation, prioritised critical value streams and drew up a binding programme of measures.
An end-to-end KPI and shop floor system was introduced, along with transparent planning for volumes, capacity and staffing. The organisation and key positions were realigned, and management was shifted to a pull and lean approach. Agile project management ensured the successful launch of production runs; OEE, TPM and quality initiatives eliminated bottlenecks without increasing staff numbers.
Clear communication, a hands-on presence in the plants and consistent tracking fostered acceptance. The management team actively supported the reorganisation and embedded it for the long term.
