A 7-month project to ensure operational efficiency and lead the transition to the quality standards of a multinational group.
Client and Sector: Our client, a leading company in the industrial sector, was in a critical integration phase after being fully acquired by a major international group, a leader in its market. With over 50 years of experience and a significant prior investment in automation, the organization needed to align its production plant with the global standards of its new parent company.
The Situation / Need (The Pain): The organization faced a strategic challenge: the need to strengthen the management capabilities of its main plant to ensure operational efficiency under the group's new objectives. Immediate executive leadership was required, with proven experience in complex production processes and a comprehensive factory vision, capable of assuming full responsibility for planning, internal logistics, and team management in a highly demanding technological environment.
The Approach and the Solution EPUNTO (The Methodology): EPUNTO activated, in record time, a high-level Interim Manager to take over the Chief Operating Officer (COO)For seven months, the manager led the factory with a total focus on the Accountability, integrating from day one into the management committee.
Under the supervision and mentoring of Patricio Gil Olmedo, Partner of EPUNTO, the project focused on:
Optimization of processes: Direction and coordination of production under strict criteria of efficiency and cost control.
Change management: Alignment of local culture and procedures with the international group's strategy.
Safety and Quality: Leadership in environmental and safety policies, ensuring compliance with delivery commitments and the most demanding quality standards.
Partner responsible for the project
Some questions and answers
What was the main challenge in this project?
The challenge was to ensure the operational continuity and efficiency of a large industrial plant during its integration into an international group. A 'plug and play' executive was needed, capable of managing a structure of over 200 employees and high-tech processes without interruption to customer service.
Why was an Interim Manager chosen instead of a traditional consulting firm?
La speed and critical specialization These were non-negotiable factors. The client couldn't afford the time required for a traditional selection process (which typically takes between 6 and 9 months), nor could they assume the risk of a slow learning curve. Choosing EPUNTO allowed them to bring on board an executive in less than two weeks. skilledThis ensured immediate and error-free execution from day one, mitigating operational risk during the transition and ensuring that the plant met standards in record time.
What was the most significant impact in the first 90 days?
In the first quarter, our Interim Manager successfully stabilized production planning and optimized internal logistics coordination. This enabled us to meet the new parent group's budget targets and ensure delivery commitments in 28 countries.
How did EPUNTO ensure knowledge transfer at the end of the mission?
Following our methodology, a structured exit plan was executed where the Interim Manager documented the new processes implemented and mentored the local team, ensuring that the improvement in operational efficiency was sustainable and aligned with the group's culture after their departure.
What differentiating factor did EPUNTO contribute to this solution?
The combination of agility and dual oversight. We not only provided a COO with proven technical experience, but the project also benefited from the ongoing monitoring of an EPUNTO Partner. This methodology guarantees service quality, allowing us to react flexibly to any new needs identified during the project.