Lead an industrial reorganisation
Stabilise operations
INDUSTRIAL SME – MANUFACTURING AND REPAIR
An interim general management assignment focused on assessing industrial options, improving workshop operations and supporting teams through the transition.
Context and objectives
The company combined a manufacturing operation with a repair workshop. The manufacturing business required a viability assessment and decisions about its future. At the same time, the repair workshop needed to shorten turnaround times and improve control of work orders through to invoicing.
The interim general management assignment combined day-to-day leadership with preparation for a reorganisation. It involved working with the management team to make key decisions, organising their implementation and preserving the skills required to continue operations.
Three areas of action
Strategy
Assess industrial options
The analysis covered the viability of the manufacturing operation and possible divestment or shutdown scenarios. It supported decisions on the activities to retain and the conditions for the reorganisation.
The assignment then covered the gradual shutdown of manufacturing, coordinating operational priorities and the outstanding work to be completed.
Transition
Support teams and transfer responsibilities
The reorganisation required close support for the teams and preparation for the transfer of skills from manufacturing to repair.
The assignment also covered preparation for the relocation and the handover of operational files. Customer files, outstanding work and planned interventions were transferred to ensure continuity after the handover.
Operations
Improve management of the repair workshop
The assignment focused on the organisation and daily management of the repair workshop, with a clear objective: shorten repair lead times and accelerate invoicing for completed work.
The team structure and work-order management supported this improvement. Monitoring focused on job progress, workshop priorities and the processing of each operation through to administrative closure.
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02
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Tangible results
25 → 10 days
Repair lead time
Repair Operations
2 employees
Skills transfer
From manufacturing to repair
35 → 4 days
Invoicing lead time
Repair Operations
Planning a reorganisation?
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