Production Manager

A multinational automotive components group needs to hire a Production Director at one of its plants.

The company is currently restructuring its plant management team. The new Plant Manager aims to define a new production system, with new processes and an organizational model, to improve plant efficiency, quality indicators, and customer satisfaction.

The Company has decided to appoint an interim Production Director with extensive experience in the sector. Furthermore, it is relocating the Production Director from another of the Group’s plants to facilitate the implementation of corporate policies and procedures.

The project duration is set at 4 months. In parallel, the Company begins a selection process for a Production Director to lead the function once the desired transformation has been achieved.

QMT Solution

QMT is hiring an interim Production Director with extensive experience in production organization and processes at various automotive component manufacturing plants.

Following an initial two-week period of analysis and understanding of the Group’s culture, the plant’s activity and organization, the interim Production Director develops a work plan agreed upon with the plant and Group management, with the following lines of work:

• To structure and size the department and to establish a system of internal communication and communication with other departments.It includes: i) the development of a new organizational chart and definition of functions, ii) the definition of a systematic information system that allows for decision-making, and iii) the implementation of a coordination meeting system and a communication system, both internally and with other areas of the plant.
• Define and systematize the production activity indicators,aligned with the planning metrics used by the Group, and use of these metrics in the planning of plant activity.
• Training:i) define the structure and criteria of training within the area, ii) identify the materials needed for each position, iii) implement a training program adapted to the professional development needs and the expected turnover of operators.

Results after 4 months

The project is executed within the defined timeframe and the following is achieved:

• Define and implement a new structure of people and functions for the production department, aligned with the Group’s job structure and adapted to the needs of the plant.
• Establish a system for reporting and tracking production, individualized by shift and cell, and aligned with planning indicators. This allows for the progressive definition of action plans based on daily results.
  • The average weekly production of parts per shift is increased in the main cells.
  • The number of overdue references is reduced to below 10, from levels above 50.
  • Urgent transport services are eliminated in the last two months.
• Implement a new production area planning model based on the standard levels used in budgeting, with actual activity indicators.
  • A target for meeting planning standards is set, and weekly results of 90-100% are achieved.
  • A MOD efficiency target is set and weekly results of 75-85% compliance are achieved.
  • A daily procedure is implemented to measure error codes and other productivity losses, enabling informed decision-making.
• Define, systematize and implement internal communication tools and communication with other departments.
• Develop and implement a training program for the plant’s production staff. An average training requirement of 40 hours per position is defined, and the program is planned based on the estimated turnover, scheduling 30 hours of training per day, beginning in the final weeks of the project.

Finally, in recent days the new Production Director selected by the Group joins the team and the necessary actions for his training are carried out.