For battery production in China, a project manager is appointed to provide additional support to the sub-project manager (TPL) "Assembly". In addition to relieving the TPL, the Plan B project manager is used to coordinate work on the system and to support the root cause analysis of any errors that occur.
Relief of the sub-project manager during the period of highest workload
Project management for the plant supplier and sub-suppliers
Coordination of work "on site" between AG teams and commissioning
Concept review for proactive error or bottleneck prevention
Monitoring of work progress to improve transparency for management
Support in structured root cause analysis for sustainable error elimination
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Our customer benefits from our project manager's many years of experience in collaborating on and managing the planning and commissioning of production plants in different industries and scales. This wealth of experience enabled the short-term deployment to support the sub-project manager in a late and stressful project phase. With our support, the efficiency in processing open points can be increased and the entire team can be optimally prepared for the start of production.
The Plan B team always offers the customer a holistic view of the task. This means that possible later challenges, which are sometimes not yet obvious, are identified at an early stage.
In China, a joint venture between a German vehicle manufacturer and a local automobile company produces batteries for plug-in hybrid vehicles. A major challenge with projects of this type is often the particularly short time frame for implementation, which brings with it various changes in the project structure during the commissioning phase. These cause considerable disorder and a sharp drop in efficiency, but can be brought under control through comprehensive external coordination. In the first quarter of 2020, travel restrictions due to the corona pandemic made it even more difficult to contend with changing bottlenecks in local capacities.
In addition to strengthening the project structure, the use of an external project manager offers additional support in order to approach a root cause analysis for problems that arise in a structured manner. Appropriate measures for short-term and sustainable repairs can thus be coordinated and implemented in parallel with day-to-day business in a time-saving manner. This is especially true for conceptual weaknesses in project execution, where the cause and effect of the problem extend across areas of different responsibility.
Management reports from monitoring work progress
Detailed work plan for commissioning capacities (daily and weekly basis)
Catalogs of measures for sustainable error prevention
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