Industrialisation of a body supplier

KBC was able to fully apply its supplier industrialisation know-how to secure the supply of a Premium OEM.


The supplier receives a major OEM order for two body components with a total of 12 variants. The supplier is an established partner of the OEM. The body components, however, are manufactured with production technology which goes beyond the supplier’s current portfolio. The order is to be processed at a newly constructed production site. The contract was awarded to the supplier at the best price and as single source. The OEM himself acts as 2nd Tier in the delivery chain.

The specific task

  • With a product and process maturity of one year before SoP, the project is significantly behind the Maturity Level Assurance schedule. The project lacks planning and control, as well as communication.
  • The supplier’s technological know-how for the industrialisation of the crafts (grinding, mechanical processing, straightening, etc.) is insufficient.
  • The supply situation of the pilot serial production volumes is behind and future call-ups cannot be met.
  • The components are exhibiting considerable quality problems, resulting in increased throughput and rework times, as well as low yield.
  • The supplier’s financial situation is extremely tense. The management and production team is also extremely uneasy.

KBC Solution approach

The development of a structure and capacity plan for the site. The establishment of equipment supplier management. The development of project management and control, as well as OEM communication (incl. bottleneck control). The creation of a logistics concept, plan and implementation. Employee quantification, qualification and assignment planning. The conceptualisation of production processes and indirect process sequences (maintenance, spare parts management, etc.). The development, establishment and operational support of order control and production planning. The development of quality management and assurance. Operational support for the technical personnel of the industrialisable crafts. The development of a financial requirement plan for all crafts and infrastructural volumes. The implementation and support of shop-floor activities of master craftsmen and workers.

Realisation of potential

Short- and medium-term supply was fully secured. All parts volumes were delivered at the right time and quality. Daily transparency in production data, planning and control was sustainably implemented by the serial production staff. Rework was reduced at a monthly average of 85%, with supplier-related quality problems reduced by 95%. The Maturity Level Assurance schedule is no longer delayed and the OEM has full performance transparency. Production yield in industrialisation has been elevated to overcompensation level. Site relocation is enabled by overcompensation.