Our customer is a specialist in energy smart grid-, battery- and vehicle charging solutions. In their growth ambitions a redesign of production and logistics was required. WeY was asked to support.
| Customer | Anonymous |
| Segment | Energy solutions |
The Logistic departments were divided in 3 BU´s, with their own way of working and grading employees, over 8 buildings. The demand of the different products increased in a way that a new production building was necessary to keep up with this demand. Beside this, the logistic departments needed to integrate into one logistic department in the new Supply Chain organisation. Goal was to increase OTIF to production and facilitate the different production locations in a optimum way. A temporary production location was bought and needed to go live to releave current production location. All the logistic departments needed to work as one to act in a flexible and efficient way to meet with the production needs. Cooperation was null and in the hectic situation, priorities were not clear.
First weeks were spend on getting to know the organisation and the company culture. From the start a sunrisemeeting was introduced between the management of all logistics departments together. In this meeting they discussed their topics, challenges and needs. It helped in getting to know their colleagues. To make sure the meeting was structured and efficient , the SQDIP method was used. In close contact with the Supply Chain Director the departments exchanged personal and also management to make the workforce as flexible as possible.
Challenge was to overcome the resistance to let employees go working for other departments. Transparency in communication and reporting helped in structuring the way of working and problem solving. A new production location started up and the logistic department had a key role in the successful Go Live. Management was asked what location they preferred as a working location of the different production locations. Management was divided between the locations or given an extra location.
Difficulty was the resistence in the beginning of the production managers because in the past, the logistic department was part of production and now logistic was separatly managed. By explaining and cooperation of the teams they understood the new structure and they saw the necessity of the change.
A robuust logistic department that can cope with the changes laying ahead. Logistic management can find eachother in times of need or to offer help making it a chared responsibility. Tranquility returned in the logistic department; structure was brought in the way of working. Best practise was used. All employees are aligned in the same structure with function name and -salary.
