Schenck Process is the world market leader in well-engineered measuring technology for weighing, feeding, conveying, thermal processing, pulverizing and classification, screening, mixing and blending, air filtration and automation.
Customer needs
Customer seeks support in project leadership of manufacturing site transfer from United Kingdom to Czech Republic. Time window is extremely small (3 month) till site opening.
Multinational team is involved. Project management methods and skills are challenge.
How we proceeded
PHASE 1- SUPPORT
Initiatizatiton (December 2019)
Understand the current state, team, work done at each workstream and hot points, cold points, create TIP (tactical implementation plan) for period January, February, March, April 2020
- Hot point 1: layout review of future production/assembly/storage area
- Hot point 2: review of open orders at UK site, create priority list
- Hot point 3: staffing, understand skill set need vs workload for period Q.I + Q.II
Phase 2: OPERATIONAL CONTROL
Hands on approach (January 2020+February2020)
Bring under control hot points from each work stream, assign responsibilities, KPI’s, timelines and start daily stand up meeting with all project team members
- Use War room concept, online connected via smart phones to Global projects leads/COO - use SQDCM standard, short term, long term action list, visualize project TIP
- Lay down foundation for Operational excellence (=world class manufacturing) principles, choose operational excellence champion and train on principles of OPEX
- Organize step by step relocation of production/stock from UK to CZ - !end of January Brexit!
- Support local team with all possible issues related to: material handling system and software, finished goods release.
Phase 3: STANDARDIZATION
Hand over to team (March 2020-April 2020)
- Launch production/storage in new facility
- Relocate War room to new facility, create manufacturing diary, skill matrix, visual order management, quality management, work instructions standardization, support for recruitment.
Launch phase: Management of full site as interim site director (May2020-July2020)
Covid-19 precaution implementation at site level, HSE and Quality standard introduction
Site operational performance responsibility – dashboard, KPI tree per department
Site leadership, hiring new staff (planning team, technicians, site head successor)
Hand over to new site head
Benefits for the Company
Site transferred on time.
(Elimination of the economic impacts caused by Covid 19)
Crisis management during Covid -19 restriction
Implementation OPEX standards and developed team in area Operational Excellence
Local management reputation increase
Guarantor: Jaromir Sadloň
