Case Study
Head of Engineering at a Construction Supplier
Re-organization of the Engineering Office
Company Details
- 3rd generation family business, 110 M EUR in sales, > 800 staff
- 5 locations, locations are individual profit centers
Situation and Challenge
- Desolate initial situation, no organization, no leadership
- Switched to SAP without testing: none of the processes aligned to actual business
- Worker’s contracts not customized, high staff fluctuation
Objective and Tasks
- Streamline organization and re-build towards team effort
- Implementing new functions (structural engineering/ technical documentation, CI & LL, project managers)
- Establish simple processes
- SAP training, introduction of Excel application to track delays, establishing KPIs and capacity planning
- Stop fluctuation, motivate staff, adaptation of worker’s contracts
Measures and Approach
- Weekly departmental jour fixes, daily tour of premises: listening and talking to each employee
- Identify and formulate top 10 problems, initiate change processes
- Establish deadline tracking, quality improvement, raise cost and follow-up cost awareness (design freeze)
Results and Achievements
- Department acts as a team (team spirit)
- Alignment of internal processes (CI and LL) results in 30% improvement of lead time
- 40 % improvements in timeliness, 20 % in quality, 90% in cost/follow-up cost (design freeze)
- No staff fluctuation during mandate period: 100 % improvement
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