Tier-2 automotive supplier · plastic injection and assembly · 2 plants · 62 presses · 260 employeesThis War Map shows how we turn an operational review into an implementation plan. The dates show a possible sequence; the scope and schedule of a real engagement are agreed with you.
Findings
Where work gets held up, who has to step in, and what it costs in this example.
Release churn hits the press plan
About 19 release lines a week change inside the frozen horizon. Each one means rebuilding part of the press sequence by hand.
Premium freight with no recorded cause
€372K in 12 months. The cause is written down for 55 of 276 bookings, so customer-caused shipments are rarely recharged.
Quality answers against the clock
The D3 averages 31 hours against 24 required. Most of the delay is rebuilding traceability, before any analysis starts.
Changes and tooling cash stuck in folders
14 open engineering changes tracked in email and shared folders. €410K of customer-funded tooling waits to be invoiced.
Illustrative time allocation for 11 interview roles
- Re-keying and reconciling data
- 27%
- Replanning and chasing
- 22%
- Improvement and engineering work
- 21%
- Customer-format quality documents
- 18%
- Decisions
- 12%
These scenario percentages total 100%. They describe the 11 interview roles only and are not extrapolated to the 260 employees.
49% of the time goes to re-keying data and replanning. Another 18% goes to quality documents rewritten in each customer's format. 33% remains for improvement work and decisions.
SOP vs. Reality
Releases arrive on 14 customer flows. 9 import automatically; 5 are typed in. Sandrine then compares every release with the previous one in Excel, because the system does not show what changed. Changes inside the frozen horizon reach Karim by phone, and he rebuilds the press sequence by hand.
Urgent shipments start at the dock, when the parts are missing. Julien collects stock, overtime options and transport quotes by phone, then gets an approval. The booking goes into an Excel log. The cause field is filled for one booking in five.
The method is sound and the team knows it. The time goes into data: the complaint is retyped, the suspect period is rebuilt from three sources, and the report is written once in the QMS and again in the customer's template.
Each change touches engineering, tooling, quality, logistics and finance. No single record follows it. Émilie keeps the status in her inbox. The PPAP file is rebuilt each time from folders, and tooling is invoiced only when someone remembers that the approval came in.
Work that needs attention
Risk Register
Strategy Session · 30 min
A real engagement is scoped in the Strategy Session and may begin with a War Map or a bounded Feasibility Sprint.