The traditional toolmaker had to be adjusted to a new business normal. As with other less broad-based toolmakers, the main sales segment Automotive suffered from the transition to electromobility by fewer new model launches as well as by reduced capacity expansion at automotive manufacturers and their suppliers.
Fortunately, due to its long tradition in other application segments, toolmaking was broadly positioned enough to survive and shape this turning point in the automotive sector with a viable concept. The new normal was underpinned by an expected future sales mix and the new capacity requirement was determined. The vertical integration system was reviewed and adjusted and performance centres were closed. Planning procedures and processes were re-engineered and focused on assembly instead of machinery utilization thanks to now focussed internal manufacturing.
This not only made it possible to adapt capacities to the new normal, but also to optimize the use of resources and their productivity. The implementation programme comprised 11 sub-projects with 300 result milestones over 15 months. dp supported the internal transformation team in setting up the detailed work plans and the program management level and then handed over the implementation support to an internal manager.