The metalworking and grinding department, which was struggling with outdated machinery and an outdated operational organization, found itself in a bottleneck situation due to the rapid influx of orders. Instead of being overwhelmed by the challenges, the company decided to take proactive measures and hired an interim manager.
The interim manager achieved the following results:
- Increase in area productivity by 30%: Old, barely used machines were disposed of and new, more compact and standardized workstations were created.
- Increase in labour productivity: The machinery was significantly modernized through an investment offensive in the high 6-digit range.
- Optimization of routes: A new production layout was created with a central machining center, central tool storage and designated areas for further growth
Implementation and special features during the mandate:
- Direct presence of the interim manager: by setting up his workstation on site, he was able to maintain close contact with the employees.
- Regular communication and involvement: Regular meetings and the formation of a steering committee maintained a close link with management.
- Participatory approach: Employees and management were actively involved in the process, which led to greater acceptance of the solutions and minimized resistance.
Personal highlight of the interim manager:
The personal highlight was the open and trusting atmosphere throughout the project and the management's approval of all proposals and investment requests.
Conclusion:
Thanks to a pragmatic approach, close contact with employees and management and a participative approach, the metalworking and grinding shop was successfully led out of its bottleneck situation and set on a successful course.
The deployment of the interim manager was crucial to the successful transformation of the production department.
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