Plant operations management for an agri-food sector company

Based in Germany, this listed group in the agri-food sector employed 230 people and produced a range of 750 products using complex processes. With 100 client CBUs, production capacity had increased by 60% in just two years. Six major projects needed to be carried out simultaneously. As part of the Group’s industrial restructuring, it was decided to significantly increase the plant’s production capacity and introduce new production and packaging technologies. The schedule for implementing these projects coincided with a planned period of absence of the plant director. Globalise was commissioned to be responsible for the launch and operational management of all projects, as well as improving the plant’s performance and preparing for the transfer of production from another Group plant. We were also asked to re-motivate staff, troubled by the scale of change and the significant recent overhaul of the management team.

Four priority projects were initiated as soon as the assignment began. These included improvement of the main line’s productivity (from 69% to 77% over the period covered by the assignment) and the transfer of production between the two Group plants. Globalise also adapted the structure of the Supply Chain department, as well as the various processes for

managing flows, to meet the site’s new logistics challenges. We then established a Lean management process and maintained the dynamic through the sequencing of projects without undermining day-to-day activity. The Globalise manager ensured that the site remained focused on performance while also making progress with the project.

Within four months, teams whose morale had suffered due to the delay in launching projects were showing renewed commitment and were very soon re-motivated by the success of the actions carried out. The transfer of production, a delicate subject that had initially faced criticism, proved to be very productive and beneficial to everyone. By the time the director returned to the plant, the schedule for implementing the different projects had been brought into line with the Group’s ambitious targets.