Situation
- Borgers has been producing components for the international automotive industry in the Czech Republic for around 20 years
- The company's organizational development has been unable to keep pace with its rapid growth in recent years
- Production processes for the individual components are spread over all 3 works
- The floor space, specifically for finished goods, is no longer adequate
Solutions
- Design and development of a new logistics center directly connected to production
- Professionalization and streamlining of the SCM organization, in particular by creating an order center
- Set-up of a future-proof production layout across all three Czech plants to reduce storage stages and, above all, internal transport
- Reorganization of scheduling and control parameters and thus shift from a push principle to a pull principle throughout the entire production.
Results
- The required storage area was determined and the design for a new logistics center completed within 6 months
- The associated potential cost savings were around €4.5 million p.a.
- The SCM organization was streamlined, an order center established and KPIs implemented
- The future-proof production layout results in considerably reduced internal transport
"Peter Fischer is a manager who quickly analyzed the situation and, with his experience, implements "hands on" changes with our team during ongoing operation. His mantra "It's all about people - do it on-the-job", combined with his constructive approach got our restructuring under way, which we are now continuing to keep moving on our own."
Managing Director
Numbers and Facts
Measurable Success of the taskforce Interim Manager
220 Sales in € million
(total)
(total)
3.100 Employees
(total)
(total)
1 Customer satisfaction
(in grades)
(in grades)
9 Months
Duration
Duration
