1) Situation du client (anonyme) :
A tier-1 automotive component manufacturing plant in Poland, employing approximately 1,800 people, faced urgent operational and financial pressure. The plant is part of a global OEM-owned group with headquarters in Germany and a strong cross-border management structure. A rapid market downturn and oversupply led to margin erosion and cost overruns, triggering an immediate mandate from headquarters to reduce headcount and operating costs. Internal management was unable to deliver the required downsizing plan, creating a critical need for external, hands-on leadership.
2) Le défi :
- Persistent margin erosion and uncontrolled operating expenses
- Urgent requirement for significant workforce reduction
- Production inefficiencies and inconsistent shop floor routines
- Missed budget targets and deteriorating plant P&L
- Lack of structured lean implementation beyond basic practices
- Fear of labor unrest and works council resistance
- Loss of credibility with headquarters due to stalled action
- Risk of legal and reputational exposure from poorly managed layoffs
3) Rôle intérimaire assuré (rapidité et adéquation) :
An Interim Plant Manager was rapidly deployed to the site, with the assignment structured as a 9–12 month mandate to bridge the leadership gap and drive operational turnaround. The interim executive brought deep shop-floor experience, proven lean manufacturing expertise, and a track record in complex downsizing and turnaround scenarios. The selection prioritized immediate availability, cross-border stakeholder management skills, and the ability to implement tough cost and headcount decisions while maintaining operational stability. The interim leader’s credibility with both headquarters and local teams was essential to restore trust and execution discipline.
4) Ce qui s'est passé pendant le mandat :
30 premiers jours
- Assumed full operational control and established visible leadership presence on-site
- Conducted rapid diagnostic of cost structure, workforce allocation, and production bottlenecks
- Initiated daily QRQC (Quick Response Quality Control) routines to address immediate shop floor issues
- Opened transparent communication channels with works council and key stakeholders
- Restored reporting cadence and clarified decision-making authority
6 premiers mois
- Executed targeted headcount reduction plan in compliance with legal and labor requirements
- Reorganized production teams to align with new volume and cost targets
- Embedded daily lean routines and problem-solving workflows across all shifts
- Strengthened KPI ownership and accountability at supervisor and manager levels
- Delivered quick operational wins to rebuild credibility with headquarters and workforce
6+ mois
- Consolidated cost savings and stabilized plant P&L trajectory
- Scaled lean implementation beyond pilot areas to full plant coverage
- Reduced escalation and improved alignment between plant operations and group expectations
- Prepared succession plan and supported recruitment of permanent plant manager
Transfert et sortie
- Transferred operational knowledge, reporting tools, and lean routines to incoming permanent leader
- Ensured continuity of governance and stakeholder relationships
- Completed clean exit with all mandate objectives met and plant performance stabilized
5) Mesures prises (priorité à l'exécution) :
- Restored daily reporting cadence and decision rhythm between plant and headquarters
- Implemented structured QRQC/problem-solving routines on the shop floor
- Led transparent negotiations with works council to manage workforce reduction
- Reorganized production teams for improved efficiency and cost control
- Embedded lean manufacturing practices beyond basic 5S and Kanban
- Strengthened KPI tracking and accountability at all management levels
- Delivered clear communication to workforce to manage morale and minimize unrest
- Supported legal and HR compliance throughout the downsizing process
- Facilitated alignment between local operations and group leadership expectations
- Prepared and executed a structured handover to the permanent plant manager
6) Résultats obtenus (preuves mesurables) :
- Cost control stabilized within 90 days, with operating expenses trending downward
- Headcount reduced in line with headquarters targets, with minimal disruption
- Plant P&L trajectory restored, with budget targets met by mid-mandate
- Daily lean routines and QRQC embedded across all production areas
- Escalation incidents reduced and operational predictability improved
- Stakeholder trust rebuilt through visible quick wins and transparent reporting
- Permanent leadership transition completed with sustained operational cadence
- Legal and reputational risks managed with no major incidents during layoffs
- Plant positioned for ongoing performance improvement under new management
7) Pourquoi CE Intérim :
CE Interim delivered a rapid, precise interim solution tailored to the plant’s operational and stakeholder complexity. The interim leader was deployed quickly, with proven experience in cross-border automotive environments and a strong track record in turnaround and downsizing. CE Interim’s disciplined selection process ensured a leader who could restore cadence, align headquarters and local teams, and deliver measurable results under pressure. Ongoing support and governance oversight reduced risk for owners and ensured mandate objectives were met.
8) Appel à l'action :
If you need an Interim Plant Manager to stabilize cost control, drive operational turnaround, and manage complex stakeholder dynamics during the first critical months of a mandate, CE Interim can deliver the right leader quickly and safely.
CE Interim fournit des dirigeants intérimaires éprouvés dans les 72 heures à travers les frontières, les cultures et les industries. Nous sommes spécialisés dans la gestion intérimaire à fort impact pour les sociétés de capital-investissement, les family offices et les entreprises mondiales confrontées à des moments de transition : transformation numérique, entrée sur le marché, redressement opérationnel, intégration post-fusion ou crise.
Ce qui nous distingue, ce n'est pas seulement la rapidité ou la profondeur de notre réseau, c'est notre façon de diriger. Chaque mission est guidée personnellement par un associé directeur de CE Interim : d'anciens PDG, directeurs financiers ou directeurs de l'exploitation qui ont été de votre côté de la table, dirigeant des organisations dans le cadre de décisions à fort enjeu.
Grâce à notre vivier de talents et à notre présence opérationnelle en Europe, aux États-Unis et au Moyen-Orient, nous ne remplissons pas des rôles, nous instaurons la confiance, nous menons des transitions et nous obtenons des résultats.
En tant que membre de l'Alliance Valtus, la plus grande alliance mondiale de sociétés de gestion d'intérim pour cadres, nous assurons une exécution internationale sans faille grâce à plus de 25 bureaux et plus de 80 partenaires principaux dans plus de 50 pays.
