In cooperation with the capital fund, the Executive Board and the contractor, the program management was appointed PDP. The task was to facilitate and coordinate operational installations, relocation and installation of the administration, production and warehouse. It was crucial for the day-to-day management that there was close coordination for both order execution and relocation. Thus deliveries to customers could be made without stopping. Several work teams were established to run the tasks. For example. layout planning, flooring, cranes, machine relocation, warehousing, planning activities before, during and after installations and supplier coordination, etc. After 8 months, a project team was also built strong enough to independently continue as a “team” in a stabilization phase.
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Our customer is a large Danish manufacturer of printing machines with export to an international market The customer stood with several strategic initiatives both commercially, productively and operationally. The construction of a factory set a sharp deadline for physically moving and shutting down locations. It was the first time the organization had to try a large-scale relocation. Therefore, it was crucial for the client to get the responsibility around the move concentrated with experienced consultants who had tried it before, be able to show the way and gain confidence in the day-to-day management for the task to be lifted.
THE BOTTOM LINE
