Simplified footprint enhances customer service
By reducing operational complexity, IMI has enhanced its customer responsiveness and market competitiveness.
Meet Manuel – Head of Lean and HSE
What’s your role at IMI?
My current role is Divisional Head of Lean and HSE for, but at the time, I was the Project Manager for Projects BOL and C. The goals of these projects were to reduce manufacturing and distribution complexity by simplifying the overall divisional footprint by reducing the number of factories and number of hubs.
When have you helped to solve a customer’s problem?
As Project Manager, I was responsible for managing, co-ordinating, monitoring, and reporting all workstreams in the projects. This included managing physical moves of machinery and assembly lines, checking stock, to ensuring data migration in systems and dealing with any issues.
What did you learn from this experience?
The importance of detailed risk assessments before the physical transfer of machines and assembly lines to prevent accidents to our employees: nobody got injured because of project activities. We identified and anticipated risks and implemented countermeasures to prevent delays. The value of team alignment through regular communication, providing clarity of targets, and good teamwork. Putting the right people in the right roles is key. Also, the benefit of attention to detail, at the planning and execution level, and a robust governance structure.
What do you feel most proud of?
We delivered the project on time and on budget despite the pandemic. We exceeded the expected financial results and delivered for the customer. We treated impacted employees fairly and with respect. The fantastic collaboration from employees across sites is a true asset for the future. We displayed creativity to overcome obstacles during the pandemic, for example, designing virtual training programmes due to the inability of teams able to meet face-to-face. We enjoyed continuous support from the Executive and we really operated as One Big Team!