Our client, a family business owner from the United States, relocated its production from Western Europe, which meant relatively few actual industrial production, but basically packaging and logistics. From here, he wanted to supply European market and partly solve the procurement of raw materials. They reached us when the production had been operating here for 3 months, but not only capacity utilization had not reached the previous (considered as low) 80% volume, but it was also difficult to move above 60%. The market demanded the product, but it was feared that customers would turn away if delays occur regularly.
Our Interim manager has previously gained experience in manufacturing, quality and number one management at food multinationals and domestic companies. Here the goal was specifically to eliminate production anomalies and to keep long-term capacity utilization over 90%. The business owner and the quality manager he brought did not speak Hungarian, the manager became the former Eastern European trader.
In order to achieve the main goals, the interim manager did not have to take into account the circumstances and he subsumed everything to the product mix’s production dictated by logistics as quickly as possible.
He entered into conflicts with almost everyone, but he understood with the business owner that without this process, rapid change was impossible. After the first month, the principal was not sure about that he had made the right choice, but by the end of the third month, he was smiling and told me what they were doing together. By the fifth month, we had practically achieved the set goals, and our interim manager (as a full-time project manager) had also received the relocation of another production line within the company.
At the end of the collaboration, which was originally planned for six to eight months, a full-time positon was offered to our interim manager in a leader position within the company. We could not and did not want to resist the mutual need.