- Chemical Industry Practice
The assignment for roeren’s Chemical Industry Practice (ChIP) team was to successfully implement a realignment of the production network for powder coating systems in Europe. The analysis had already been provided by the customer, so our team was tasked with coordinating the implementation.
The project scope included the planning of all operational activities – such as operations, personnel, QSHE, development – as part of the production relocation. This also applied to project management, practical problem solving and escalation management. As part of the project, a plant closure was implemented, including the sale of the site in Germany and the relocation of production to three sites in the EU and the UK. The project period was set at 21 months, as the delivery capability and delivery time of the products could not be affected.
The project was successfully completed after just 15 months. The ability to deliver was not affected at any time and the budget was significantly undercut thanks to design changes in the extension at the French plant.
Profile
Company size
Location
International
Period
15 months
Branch
- Chemical Industry Practice
Percentage of individual services
- reactive situation stabilization
- holistic concept development
- risk analysis production performance
- Creation of implementation concept
- project management and problem solving
- stabilization and project completion
Challenge
- Definition and creation of the prerequisites for the takeover of the new products in the recipient plants, such as capacity expansions (buildings and facilities)
- Operational management of production resources (personnel, machines) in the conflicting relationship between the existing product portfolio and the new product portfolio
- Identification and implementation of optimization potential in the product portfolio to reduce complexity in the production program
- Stabilization of production at the closing site, taking into account the personal situation of the workforce at the site
- Escalation and mediation between the different locations and hierarchies in a multi-national and intercultural project team
Procedure
- Project team onboarding: Identification of the project team and structured project onboarding
- Setting up the project structure: Setting up the project structure, including document management, communication and escalation cascade, and project organization chart
- Project management: development and maintenance of a supplementary target and key figure system without cannibalizing the operational processes and reporting structures
- Project planning and tracking: Creation and continuous adjustment and follow-up of the project plan, as well as sub-work package planning and measures in a needs-oriented mix of workshops and individual work sessions
- Problem solving and optimization: Practical problem solving over the entire course of the project, as well as identification and implementation of optimization potential for implementation speed, project costs and implementation quality of the project
Results
- Complete implementation of the project with closure of the German production facility, preparation of the plants in the EU and the UK and relocation of production in 15 instead of 21 months.
- continuous delivery capability and OTIF performance in all three receiving plants.
- Compliance with the business case specifications with regard to personnel costs in the production network.
- Savings in investment volume compared to the analysis concept provided by the customer, through on-site optimization of the plant expansion in one of the receiving plants.
The project in detail
Project Highlights
High customer requirements in terms of delivery capability and delivery time during implementation
International project team and high emotional demands on the project team
Savings potential identified and realized during implementation
