1) Client situation (anonymised):
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) The challenge:
- 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) Interim role delivered (speed and fit):
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) What happened during the mandate:
First 30 days
- 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
First 6 months
- 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+ months
- 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
Handover and exit
- 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) Actions taken (execution focus):
- 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) Outcomes achieved (measurable proof):
- 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) Why CE Interim:
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) Call to 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 delivers proven executive interim leaders within 72 hours across borders, cultures, and industries. We specialize in high-impact interim management for private equity firms, family offices, and global corporations facing moments of transition: digital transformation, market entry, operational turnaround, post-merger integration, or crisis.
What sets us apart is not just the speed or depth of our network, it’s how we lead. Every engagement is personally guided by a CE Interim managing partner: former CEOs, CFOs, or COOs who’ve been on your side of the table, steering organizations through high-stakes decisions.
With a global talent pool and operational reach spanning Europe, the USA, and the Middle East, we don’t fill roles, we build trust, lead transitions, and deliver outcomes.
As part of the Valtus Alliance, the world’s largest alliance of Executive Interim Management companies, we ensure seamless international execution through 25+ offices and 80+ senior partners in over 50 countries.
