Structuring and Implementation of Production Relocation for an International Project for a Steel Construction Company (Welded Structures / Commercial Vehicle and Agricultural Industry)
as International Project Manager
Information about the Client / Employer
Company Type:
Owner-Managed Mid-Sized Company
Industry:
Metal Construction / Steel Construction: Welded Cabin Construction for the Commercial Vehicle and Agricultural Industry
Size:
- Revenue: >100 Million Euros
- Number of Employees: >400
Situation at the Client:
Troubled Project of Strategic Importance for the Company’s Continued Existence
Information about the Mandate
FRAMEWORK PARAMETERS
Role:
International Project Manager
Period (Duration):
09/2023 to Ongoing
Area of Responsibility:
Management of an International Project with Expected Annual Revenue Volume of Nearly 20 Million Euros after Project Completion. No Direct Employee Responsibility, as Project Work. Approximately 40 Employees Involved.
Assignment
Main Task:
- Stabilization and Implementation of an Internationally Strategic Important Project
- Project is Troubled: No Structure, No Internal and Customer Communication, No Project Plans
Subtasks:
- Ensuring the Timeline According to Customer Requirements
- Implementation of Technical Customer Requirements
- Implementation of Project Structure | Project Plans | Schedules | Milestones
- Establishment and Implementation of Escalation Management with the Customer
- Implementation of Prototype Phase until Series Production Start
- Ensuring the Economic Viability of the Series Production
- Relocation of Production to the Czech Republic
- Industrialization of the Czech Plant
Measures
- Development and Implementation of Project Structure and Binding Master Project Plan Including Milestones
- Close Coordination with the Owner Regarding Own Preferences
- Development and Implementation of Binding Sub-Project Plans by Project Phase and Regular Stakeholder Communication Including Escalation Management to the Customer
- Conducting Feasibility Analyses with Focus on Technical Feasibility
- Planning the Relocation to the Sister Plant in the Czech Republic
- Close Cooperation and Industrialization of Sister Plant in Czech Republic > Investment Decisions
- Development of Production Layout for Czech Plant | Implementation of Customer Requirements in the Czech Plant
- Establishment of Production and Process Standards for Czech Plant
Achievements
- Immediate Stabilization of the Project Regarding Structure and Communication
- Implementation and Establishment of Project Standards and Regular Internal and External Communication
- Successful Production and Delivery of Prototypes on Schedule as well as Pre-Series on Schedule
- Enabling the Receiving Plant in the Czech Republic
- Successful Buy-In of the Team in the Relocation Plant in Czech Republic Through Open Communication
- Implementation of Launch Management and Knowledge Transfer to the Receiving Plant
- Implementation of Digital Tools in Project Management
Special Challenges
- No Project Structure in Place, No Defined Responsibilities
- No Project Plans Available, Time Sequences Not Defined
- No Regular Internal and External Communication with the Customer in Place
- No Cohesion and Exchange Between Plants > Rather ‘Fighting’ Against Each Other
- No Exchange of Core Competencies Between Plants > Learning and Growing from Each Other
- No Pulse, Little Motivation in the Team
- No Will and Readiness to Take Responsibility > Ducking > Hiding
- No Proactivity > No ‘Bad News First’ > Waiting Until Escalation
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