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An industrial battery system on a conveyor belt with a purple-green ramp-up curve symbolizes the interim task force led by KBC.

Manufacturing | Industry & Mechanical Engineering

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

KBC supported a renowned plant manufacturer as part of an interim management task force to stabilize a critical ramp-up. The high-voltage module production plant was facing massive backlogs, with a 12-week delay and only 20% of the output target met, putting the handover at risk of failure. Working closely with the client, KBC’s consulting team established a structured defect management process, an action-based ramp-up schedule, and binding project standards with transparent reporting. Thanks to the interim management task force, the on-time handover was ensured and contractual penalties were avoided.

Interim Management Task Force by the Numbers

Increasing Plant Output
Fewer minutes of equipment downtime per week
Weeks
Time lag made up 

The Customer

A renowned plant manufacturer

The client is a renowned plant engineering firm in the field of industrial automation and manufacturing technology. For one of its end customers in the electric mobility industry, the plant engineering firm undertook the conversion of an existing facility into a high-voltage (HV) module production plant. At the start of the project, the plant’s ramp-up was 12 weeks behind schedule, and output had reached only 20% of the target. A lack of structure, inadequate project management skills, and a loss of trust on the part of the client due to frequent failures to meet commitments jeopardized the successful handover of the entire plant. 

The Project

Interim Management Task Force to Accelerate Plant Start-up

As part of aninterim management task force, KBC supported the plant manufacturer in stabilizing the critical ramp-up phase. The consulting team worked alongside the existing task force with the goal of ensuring the plant’s on-time handover. First, KBC established a daily error management process extending from the shop floor all the way up to management. This process included a daily cascade of problem reports and status updates on solutions, which brought transparency and speed to the management process. 

The project already had an action-based ramp-up curve in place. KBC used this to identify bottlenecks based on the identified actions and their estimated effectiveness, and to make reliable forecasts of future plant output. In addition, the team implemented clear project standards, regular reporting, and a structured steering committee with the active involvement of the client. Various tasks were prioritized to address the critical levers and bring about a lasting change in the project’s momentum. 

Portrait photo of Martin Betz, Director at Kemény Boehme Consultants (KBC). A bald man wearing square dark glasses, smiling warmly at the camera. He is wearing a navy blue jacket over a white shirt, along with a brown leather belt and a silver wristwatch; both hands are in his pants pockets.
Portrait photo of Martin Betz, Director at Kemény Boehme Consultants (KBC). A bald man wearing square dark glasses, smiling warmly at the camera. He is wearing a navy blue jacket over a white shirt, along with a brown leather belt and a silver wristwatch; both hands are in his pants pockets.

This Is How We View Taskforce Interim Management

During a ramp-up phase, every day counts. As consultants, we must bring not only methodology but also determination to the table. The task force has shown that quick decisions, daily error management, and rebuilding trust through transparent reporting make the difference between project failure and success.

Martin Betz, Partner at KBC

The result

On-time delivery and avoidance of contractual penalties

Thanks to the measures implemented, KBC was able to ensure on-time delivery to the end customer and successfully avoid potential contractual penalties for delays. Plant output was increased to the target level over the course of a 3-day production cycle, 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, which significantly improved overall plant availability. Daily and weekly transparency regarding project status and progress was established and ensured. In addition, structured processes to increase plant output were introduced and embedded. The task force set up by the customer was successfully relieved of its workload, and the collaboration was stabilized on a long-term basis. 

Other Projects That Make a Difference

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
Partner

Facing a similar challenge? Talk to us

Whether it’s a task force for delayed projects, accelerating the ramp-up of production facilities, or establishing error management processes: In a brief discussion, we’ll determine which steps make sense and how KBC— an international boutique consulting firm based in Munich —can help you move forward. 

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