Task Force to Accelerate the Ramp-Up of a High-Voltage Module Production Facility - KBC
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Practical example

Task Force to Accelerate the Ramp-Up of an HV Module Production Facility

We took on the interim leadership of a task force for a renowned plant engineering firm to accelerate the delayed ramp-up of a high-voltage module production facility and ensure its timely handover to the customer. The challenge was to make up for significant delays and regain the customer’s trust.

Background

The plant startup was 12 weeks behind schedule, production output reached only 20% of the target, and there was a lack of transparency and project management structures. This situation jeopardized the successful handover of the entire plant to the customer.

Specific task

Our assignment included establishing a task force, introducing a defect management process, developing a ramp-up schedule, and implementing project standards and a regular reporting system. The goal was to increase plant output and ensure on-time handover to the customer.

KBC's Approach

We implemented a daily defect management process that spanned from the shop floor to management. An action-based ramp-up curve was used to forecast future plant output. We also established project standards, regular reporting, and a steering committee that included the customer.

Portrait photo of Martin Betz, Director at Kemény Boehme Consultants (KBC). A man with a shaved head and distinctive dark rectangular glasses, smiling warmly at the camera. He is wearing a dark blue suit with a matching jacket and pants over a light blue shirt without a tie, a cognac-colored leather belt, and a silver wristwatch on his right wrist; both hands are in his pants pockets, and he has an upright and confident posture.
Portrait photo of Martin Betz, Director at Kemény Boehme Consultants (KBC). A man with a shaved head and distinctive dark rectangular glasses, smiling warmly at the camera. He is wearing a dark blue suit with a matching jacket and pants over a light blue shirt without a tie, a cognac-colored leather belt, and a silver wristwatch on his right wrist; both hands are in his pants pockets, and he has an upright and confident posture.
Martin Betz
Director

Impact achieved

Thanks to the measures we took, we were able to ensure on-time delivery to the customer and avoid potential penalties. Plant output was increased to the target level over the course of a 3-day production run, representing an increase of approximately 200% compared to the start of the project. The plant’s weekly downtime minutes were reduced by approximately 8,000. Additionally, we ensured daily and weekly transparency regarding the project status and relieved the burden on the task force established by the customer.