Case Studies
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Detailed Case Studies
Experience selected projects that show how, in various companies, clear analysis, targeted immediate measures, and sustainable shopfloor management lead to measurable improvements.
Whether it's efficiency increases, leadership culture, or process stabilization – each case study illustrates specific challenges, a methodical approach, and the achieved results..
Our Case Studies – Practical. Effective. Transparent.
Case Study 1: Operational Restructuring at a Highly Complex Plant
Assignment: Portugal | Duration: 07/2010 – 11/2011 | Team size: approx. 290
Initial Situation
A Tier 1 supplier for interior components was experiencing severe delivery issues in ongoing production. The situation worsened due to another SOP. Additionally, there were acute quality, logistics, and staffing issues – with high costs due to special transports, scrap, and rework.
Processes
- Injection molding up to 15,000 kN clamping force
- Manual assembly and assembly lines
- Flocking
- Ultrasonic welding
- Component integration
- Glove boxes, center consoles, dashboard components, other parts
Key Problems
- Unstable delivery performance (Q-Walls, air freight, special deliveries)
- Scrap rate >30% at finished product level
- Plant Manager heavily overloaded
- High share of temporary workers, missing second management layer
- Quality issues in product implementation
- Maximum escalation by OEM
Implemented Measures
- Restoration of communication with the OEM
- Close coordination with local quality & logistics
- Operational restructuring in production, logistics, and quality assurance:
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Created function diagram, identified core team and trained
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Introduced new leadership roles (Quality & Production Mgmt.)
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Established Shop Floor Management (SQDCME)
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Redesigned logistics and production layout
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Visualized requirements (Q-Boards, test plans, IPC)
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Built a safety inventory
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Progress & Results (Summary by project month)
- M01: Comprehensive immediate actions implemented
- M03: Slight OEE improvement, initial stabilization, reduced temporary staff
- M04: New second management layer installed, extensive team integration measures
- M06: New layout, Q-Walls eliminated, delivery performance under control
- M09: Tool optimizations, OEE stabilized at a good level, fewer temp workers
- M12: Return to regular operations, KVP process established
- M17: Plant handover with stabilized processes and documented improvements
Also in this next project – this time with a US Tier 1 supplier in Germany – a complex injection molding and assembly plant was on the verge of collapse.
Delivery issues, high rejection rates, and a completely blocked leadership team required decisive action.
Just like in Portugal, this project showed: stability is possible – when approached methodically.
Just like in Portugal, this project showed: stability is possible – when approached methodically.
Case Study 2: Plant Management at a US Tier 1 Supplier in Germany with Critical Supplier Status
Assignment: Germany | Duration: 03/2013 – 12/2014 | Team size: approx. 280
Initial Situation
A Tier 1 supplier for sophisticated interior components in Germany faced major delivery problems during the SOP of two different OEM programs.
High rejection rates (>60%), quality issues, logistical bottlenecks, and an overburdened leadership team led to escalation – the site was classified as a “critical supplier.”
Internal communication had broken down, and the team was no longer operational.
High rejection rates (>60%), quality issues, logistical bottlenecks, and an overburdened leadership team led to escalation – the site was classified as a “critical supplier.”
Internal communication had broken down, and the team was no longer operational.
Processes
- Injection molding (1K/3K) up to 4,400 kN clamping force, over 50 machines
- Two highly complex assembly lines with 5-axis robots
- Manual and semi-automated assembly
- Component integration
- Airflow nozzles for dashboard panels
- Roof handles
- Pressure relief valves (PRV)
Key Problems
From the nearly simultaneous SOP of two programs, massive delivery issues arose.
The situation escalated:
The situation escalated:
- Finger pointing within leadership
- Increasing quality, logistics, and personnel problems
- Plant entered the “critical supplier” program
- Massive rejection rates >60%, Q-Walls, air freight, and special deliveries
- High additional costs, destruction of finished goods
- Major issues with several supplier firms (e.g. chrome-plated components)
Implemented Measures
- Internal communication restored
- Close coordination with OEM, QA & logistics
- Operational Restructuring in production, logistics, and quality:
- Leadership team restructured (multiple department heads replaced)
- Visualized processes (Q-requirements, in-process control)
- New supplier control structure (audits, capacities, Q-Walls)
- Revised logistics & production processes (planning, control, layout)
- Optimized equipment & molding set
Progress & Results (Summary by project month)
- M01: Immediate measures initiated (rejection, emergency actions, overtime)
- M03: New department structure implemented
- M06: Stabilization, team active again, improved delivery performance
- M10: Equipment & logistics optimized, new layouts, safety inventory built
- M14: Rejection rates reduced, stable OEE, weekend shifts reduced
- M18: Site removed from “critical supplier” status
- M19: Positive EBITDA, LEAN workshops, follow-up management established
- M22: Handover to new site manager after 6 weeks of shadowing
The following mandate clearly demonstrated how quickly operational problems can escalate when fundamental order and leadership are lacking.
A plant that had been neglected for years was on the verge of losing customers – but with a clear approach, daily presence, and targeted measures, the company managed to turn things around in just 12 months.
Case Study 3: Plant Management at a Tier 1 Powertrain Supplier – Complete Structural Overhaul
Assignment: Germany | Duration: 08/2016 – 07/2017 | Team size: approx. 250 employees
Initial Situation
A German Tier 1 production plant belonging to a Japanese subsidiary was in a desolate state.
Massive delivery and quality problems in the ongoing series, littered production areas, chaotic warehousing, and unclear capacity forecasts placed a heavy burden on the plant. The infrastructure was too weak for the logistical requirements, the local management team was overwhelmed and divided, and the plant was at risk of losing its largest customer. An OEM escalation program was activated.
Processes
- Injection molding (1K/2K) up to 15,000 kN clamping force, IML, GID
- Hybrid assemblies, robot-supported assembly lines, 5-axis robots
- Component integration for powertrain and EOL functions
- Packaging & shipping
- Air shutter guides, engine-related systems, various components, hybrid components
Key Problems
The plant caused a production line stoppage at the OEM, and even subsequently, the company was repeatedly in dire straits, with sprinter teams being deployed.
The situation escalated here as well:
- The management team was effectively incapable of taking action.
- Planning was impossible, no reliable statements on output and capacity were made.
- Quality, logistics, and personnel problems accumulated.
- The plant was placed under intensive OEM supervision, with on-site residents.
- Massive scrap rates, Q-walls, special transports.
- High additional costs, destruction of finished products.
- Significant problems due to spatial constraints and disorder.
Implemented Measures
- Restored internal communication
- Communication with OEMs normalized and professionalized
- Operational Restructuring in production, logistics, and quality:
- Project: “Clean the house” launched, leadership team rebuilt
- Installed comprehensive OEE monitoring
- Team-building activities with shopfloor and management
- Implemented new main production layout
- Revised production logistics and material flow
- Set up an external logistics center
- Optimized equipment and injection molding processes
Progress & Results (Summary by project month)
- M01: Massive delivery problems, immediate measures on the shop floor and OEM discussions, launch of "Clean the House," initial personnel measures
- M03: Stabilization of basic order, communication on a factual level, OEE significantly improved, weekly monitoring established
- M06: Delivery problems almost resolved, no more weekend shifts, OEM trust restored, new layout introduced
- M09: Stable output despite increasing unit volumes, external logistics center launched, new contract awarded by OEM
- M12: New plant manager trained, logistics center active, processes simplified, capacity reserves created
More Case Studies Coming Soon.
We're continually adding more case studies from our interim mandates to this page – practical, relatable, and with tangible results. Please check back regularly.Is there a similar need for action at one of your facilities?