1) Situazione del cliente (anonima):
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) La sfida:
- 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) Consegna del ruolo intermedio (velocità e adattamento):
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) Cosa è successo durante il mandato:
Primi 30 giorni
- 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
Primi 6 mesi
- 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+ mesi
- 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
Passaggio di consegne e uscita
- 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) Azioni intraprese (focus di esecuzione):
- 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) Risultati raggiunti (prove misurabili):
- 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) Perché 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) Invito all'azione:
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 fornisce leader esecutivi ad interim di comprovata efficacia entro 72 ore, al di là di confini, culture e settori. Siamo specializzati nella gestione ad interim ad alto impatto per società di private equity, family office e aziende globali che si trovano ad affrontare momenti di transizione: trasformazione digitale, ingresso nel mercato, turnaround operativo, integrazione post-fusione o crisi.
Ciò che ci distingue non è solo la velocità o la profondità del nostro network, ma il modo in cui conduciamo. Ogni incarico è guidato personalmente da un managing partner di CE Interim: ex CEO, CFO o COO che sono stati dalla vostra parte del tavolo, guidando le organizzazioni in decisioni ad alto rischio.
Con un pool di talenti globale e un raggio d'azione operativo che spazia in Europa, Stati Uniti e Medio Oriente, non ricopriamo ruoli, ma creiamo fiducia, guidiamo transizioni e realizziamo risultati.
Come parte di Valtus Alliance, la più grande alleanza mondiale di società di Executive Interim Management, assicuriamo un'esecuzione internazionale senza soluzione di continuità grazie a oltre 25 uffici e 80 partner senior in più di 50 Paesi.
