1) Situace klienta (anonymizovaná):
A tier-1 automotive supplier specializing in plastics injection, operating a mid-sized plant in the Czech Republic, faced persistent losses and escalating operational risk. The business, with approximately €200 million in annual turnover and dozens of injection machines, had recently transitioned to majority Chinese family ownership. The plant supplied major OEMs on a just-in-time basis, with only a one-day inventory buffer, making any disruption highly consequential. Urgent intervention was required to prevent production line stoppages at key customers and to address chronic underperformance.
2) Výzva:
- Chronic delays in production, risking OEM line stoppages and severe penalties
- High quality incident rates and customer complaints
- Inefficient plant layout and bottlenecks on the shopfloor
- Underperforming shift leadership, with half of shift leaders requiring replacement
- Insufficient crisis management capability to resolve breakdowns within hours
- Ramp-up pressure from new €20–25 million injection technology and two Audi program launches
- Eroding trust between local teams and new Chinese management
- Reluctance to commit to a permanent hire amid high-stakes, cross-cultural complexity
3) Prozatímní role (rychlost a vhodnost):
An Interim Plant Manager was rapidly deployed to the site, with full operational authority to stabilize the plant and restore delivery performance. The assignment was structured as a 12 month mandate, designed to bridge the crisis period and enable a clean transition to permanent leadership. The interim leader brought deep technical expertise in plastics injection, a proven track record in operational restructuring, and the ability to navigate cross-border stakeholder dynamics. This fit was critical given the need for immediate execution, cultural fluency, and credibility with both the local workforce and Chinese ownership.
4) Co se stalo během mandátu:
Prvních 30 dní
- Assessed plant operations and identified immediate risks to JIT delivery
- Established daily control routines and visible presence on the shopfloor
- Initiated rapid replacement of underperforming shift and team leaders
- Engaged directly with OEM customers to restore confidence and communication
- Launched short-term action plans to clear production backlogs
Prvních 6 měsíců
- Reorganized plant layout to eliminate bottlenecks and improve material flow
- Oversaw installation and ramp-up of 12 new injection presses
- Led two sequential Daimler program launches, ensuring on-time delivery
- Embedded a new management cadence with tiered daily and weekly meetings
- Reduced quality incident rates through targeted process improvements
6 a více měsíců
- Consolidated productivity gains, achieving a 10–15% improvement in throughput
- Strengthened middle management capability through coaching and accountability
- Maintained stable JIT delivery performance, minimizing customer escalations
- Built a foundation for sustainable profitability, moving the plant toward break-even
Předání a odchod
- Transferred operational routines and reporting cadence to the permanent team
- Ensured all key management decisions and process changes remained in place post-exit
- Provided detailed documentation and coaching to support leadership transition
- Exited the mandate with the plant stabilized and performance benchmarks met
5) Přijatá opatření (zaměření na realizaci):
- Restored daily operational control and visible leadership on the shopfloor
- Replaced underperforming shift leaders to strengthen execution discipline
- Introduced structured tier meetings and reporting cadence
- Reorganized plant layout for improved efficiency and material flow
- Managed the rollout of new injection technology and capital expenditure
- Led critical customer launches under high time pressure
- Reduced quality incidents through targeted process interventions
- Built trust with both local teams and Chinese management through transparent communication
- Embedded crisis management routines for rapid issue resolution
- Developed middle management capability for sustained performance
6) Dosažené výsledky (měřitelný důkaz):
- JIT delivery performance stabilized within 90 days, eliminating backlog risk
- Production throughput improved by 10–15% over the mandate
- Quality incident rates reduced, restoring customer confidence
- OEM escalation and penalty exposure minimized
- Plant moved from chronic losses toward break-even within 12 months
- Sustainable management cadence and reporting discipline embedded
- All operational changes and leadership decisions remained in place post-exit
- Middle management capability rebuilt, reducing dependency on external intervention
- Cross-border alignment improved between local operations and Chinese ownership
7) Proč CE Interim:
CE Interim enabled rapid deployment of an Interim Plant Manager with the precise operational and cross-cultural expertise required for this high-stakes turnaround. The assignment delivered immediate stabilization, restored execution cadence, and built trust across both local and owner stakeholders. CE Interim’s disciplined matching process and hands-on governance ensured the mandate moved forward quickly and safely, reducing risk for both the business and its owners.
8) Výzva k akci:
If you need an Interim Plant Manager to stabilize just-in-time delivery and restore operational control during the critical first months of a turnaround, CE Interim can deliver the right leader with speed and precision.
CE Interim poskytuje prověřené dočasné vedoucí pracovníky do 72 hodin napříč zeměmi, kulturami a odvětvími. Specializujeme se na interim management s vysokým dopadem pro private equity firmy, rodinné kanceláře a globální korporace, které čelí přechodným obdobím: digitální transformaci, vstupu na trh, provoznímu zvratu, integraci po fúzi nebo krizi.
To, co nás odlišuje, není jen rychlost nebo hloubka naší sítě, ale také způsob, jakým vedeme. Každou zakázku osobně řídí vedoucí partner CE Interim: bývalí generální ředitelé, finanční ředitelé nebo provozní ředitelé, kteří stáli na vaší straně stolu a řídili organizace při rozhodování ve vysokých sázkách.
Díky globálnímu fondu talentů a operačnímu dosahu v Evropě, USA a na Blízkém východě neobsazujeme pozice, ale budujeme důvěru, vedeme transformace a dosahujeme výsledků.
Jako součást Valtus Alliance, největší světové aliance společností v oblasti Executive Interim Managementu, zajišťujeme bezproblémovou mezinárodní realizaci prostřednictvím více než 25 kanceláří a více než 80 seniorních partnerů ve více než 50 zemích.
