Management chose to plan and undertake a reallocation in two phases. First there was a need to create space in the western factory. 70 jobs would be altered significantly to free up 1,000 square metres of space.
After that the eastern factory would be wound down, relocated and set in operation. The project process was organised with 17 subordinate part-projects. Order settlements and contact with allocated resources from all the teams and communication with clients was decisive. The procedure ensured that the project team and operating staff would be happy with the task.
The overall management was undertaken in collaboration with the boards and management teams from both factories. This ensured that both clients, management and employees became a dedicated team.
The steering group ensured consensus and progress. Project teams undertook analyses, layouts and system tests on stock, production and logistics along with future operators and supervisors before and during installation and start-up.
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A large international concern which is a market leader within cooling, heating and fluid management, took a strategic initiative to relocate a minor but important production activity with a large turnover. The factory was to move from east to west Denmark. The motivation was to create a stronger business platform. The aim was to be more competitive in a particular product group. Likewise through a more robust supply chain to increase growth.
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