Sample War Map
Batteries and fuel cells War Map
Battery-pack manufacturer scaling from pilot to series · 1 plant in Hauts-de-France · 140 employees
Output is meant to double by December, but engineering changes take 23 days to reach the line and cell traceability for one line still lives in CSV files. A shortage list rebuilt by hand each morning decides what gets built.
A War Map is an operating map built from real cases and expert interviews. It shows where the business is fragile, what that costs, and what to fix first.
What you receive
- 01Operational Reality
How the work really runs: people, systems, handoffs and exceptions.
- 02Findings
What it costs: quantified problems, process gaps and key-person risks.
- 03Implementation plan
What to fix first: prioritized systems, timeline and value drivers.
30 minutes. We recommend the right starting point.
Battery-pack manufacturer scaling from pilot to series · 1 plant in Hauts-de-France · 140 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.
Operational Reality
This is what we deliver: a map of where the business is fragile, what it costs, what to automate first, and which systems should exist so leadership can stop carrying the operation by hand.
Illustrative five-week work plan, June 1 to July 3, 2026. Eleven interview roles across nine departments, three assembly lines and seven systems. The final week covers validation and handover.
Five-week sample timeline · five work blocks
One row per week. Open a week to see each working day.
- Week 1Jun 1 to Jun 5
Ramp-up leadership and the line
Scope set against the ramp-up plan. Lines, shortage meeting, engineering changes and test benches shadowed.
People: Antoine Mercier, Lucie Bertin, Florian Meyer, Sarah Kone, Yann Le Goff, Damien Petit, Hugo Lambert
Daily detail · 5 days
Jun 1Kickoff + Scope AlignmentAgreed scope against the ramp-up plan: 450 packs a month today, 900 targeted by December. Chose engineering changes, shortages, traceability and customer documents as priority flows.
Antoine Mercier · CEO and Co-founderBusiness CentralExcelJun 2Line Walk and Shift HandoverWalked the three assembly lines. Lines 1 and 2 record cell-to-module genealogy in the MES. Line 3, added in January, saves barcode scans to CSV files on a station PC.
Florian Meyer · Production ManagerMESTest dataJun 3Morning Shortage MeetingSat in the 8:30 shortage meeting. 31 part numbers on the list, 9 with no confirmed supplier date. Sarah had rebuilt the list by hand from 6:45 using Business Central and supplier emails.
Sarah Kone · Supply Chain ManagerBusiness CentralExcelTeamsJun 4Engineering Change LifecycleTraced an engineering change: approved in Jira, BOM revised in PDM, then retyped by hand into Business Central, work instructions and the MES routing. About 14 changes a month during ramp-up.
Yann Le Goff · Engineering DirectorJiraPDMBusiness CentralJun 5Test Benches and DataEnd-of-line results are saved as CSV files on bench PCs. For lines 1 and 2, a nightly script links them to serial numbers. For line 3, the link is made by hand.
Hugo Lambert · Test and Validation EngineerTest dataMES - Week 2Jun 8 to Jun 12
Quality, customers, shipping and funding
PPAP, customer, dangerous goods and grant flows mapped. One traceability request replayed end to end.
People: Inès Chabert, Pauline Royer, Kevin Da Silva, Marion Aubert, Hugo Lambert
Daily detail · 5 days
Jun 8PPAP and Sample Requests9 PPAP packages open for 4 customers, tracked in Excel. Each needs up to 18 elements. Most of the delay comes from chasing the latest controlled version of each document.
Inès Chabert · Quality ManagerExcelPDMTeamsJun 9Customer Programme ReviewsWeekly customer status reports are built by hand from Business Central, the shortage list and the MES. Delivery promises change after each shortage meeting.
Pauline Royer · Customer Programme ManagerTeamsBusiness CentralExcelJun 10Dangerous Goods ShippingAbout 35 shipments a week of class 9 lithium batteries (UN3480 and UN3481). Each needs the right UN38.3 test summary. Pre-production prototypes ship under special provision 310 with separate paperwork.
Kevin Da Silva · Logistics and Dangerous Goods CoordinatorBusiness CentralExcelJun 11Grant ReportingThe company receives France 2030 support with a milestone report every six months. Each report takes Marion about 110 hours: timesheets by work package, invoices and evidence.
Marion Aubert · Finance and Grants ControllerBusiness CentralExcelJun 12Traceability Request ReplayReplayed a recent customer request for the cell history of one line-3 pack. It took 2 days elapsed and 3 person-days: scan files, bench CSVs, incoming cell tests and supplier lot certificates.
Inès Chabert · Quality ManagerMESTest dataExcel - Week 3Jun 15 to Jun 19
Follow-up shadowing and data analysis
One change followed to the line. 3 months of change, shortage and line-stop data analysed.
People: Damien Petit, Florian Meyer
Daily detail · 5 days
Jun 15Following One Change to the LineFollowed a busbar change from approval to first pack: 26 days. The new part arrived on day 12. Work instructions and the MES routing were updated on day 24.
Damien Petit · Manufacturing Engineering LeadJiraPDMMESJun 16Second-Shift ShadowSpent the afternoon shift on line 3. Two stops for missing parts, and one for a work instruction that did not match the parts delivered.
Florian Meyer · Production ManagerMESTest dataJun 17Engineering Change DataAnalysed 42 changes from the last 3 months: 23 days on average from approval to effective, and 3 changes built on a superseded BOM, leading to 46 reworked packs.
JiraBusiness CentralJun 18Shortage and Line-Stop DataAnalysed 3 months of shortages and stops: 31 hours of line stops for missing parts, 64% of them on parts with a confirmed date that slipped.
Business CentralMESJun 19Process Map ConstructionBuilt process maps for all 17 workflows and compared each one with the written process.
- Week 4Jun 22 to Jun 26
Internal Analysis
7 opportunities scored, value modelled and the battery passport gap assessed.
People: No interviews this week
Daily detail · 5 days
Jun 22Opportunity ScoringIdentified 7 opportunities across 4 departments. Scored each by complexity, value, dependencies and who signs off.
Jun 23Battery Passport Gap ReviewCompared current data with what the EU Battery Regulation requires for industrial batteries over 2 kWh from February 2027. Line-3 traceability is the main gap.
Jun 24Value ModelModelled released capacity, rework avoided, line stops avoided and margin brought forward. Kept revenue timing separate from capacity.
Jun 25Roadmap DesignSequenced shortages and documents first, the BOM flow next, and line-3 traceability as the base for the passport.
Jun 26Internal QAChecked every figure against interviews and data extracts. Removed overlaps between friction rows.
- Week 5 · HandoverJun 29 to Jul 3
Validation and handover
Findings validated with the leads. War Map delivered and first initiatives agreed.
People: Lucie Bertin, Yann Le Goff, Sarah Kone, Inès Chabert, Marion Aubert, Antoine Mercier
Daily detail · 5 days
Jun 29Validation with Operations LeadsWalked through maps, friction rows and the roadmap. Yann asked that effectivity dates stay an engineering and production decision. Plan updated.
Lucie Bertin · COOJun 30Validation of Finance FiguresChecked rework cost, freight and grant figures against the ledger. Agreed to show margin brought forward as a separate line.
Marion Aubert · Finance and Grants ControllerBusiness CentralExcelJul 1Final QAFinal pass on numbers, wording and the roadmap. Prepared handover material.
Jul 2Pre-Handover ReviewReviewed findings and priorities against the ramp-up plan and the battery passport deadline.
Antoine Mercier · CEO and Co-founderJul 3Final Handover + War Map DeliveryDelivered the War Map. Agreed on the first three initiatives and a named owner for each.
Antoine Mercier · CEO and Co-founder
What We Heard
“We planned to double output this year. Every week the same three things slow us down: a part, a change, a document.”
“My morning starts with a list nobody trusts, so I check it line by line before the 8:30 meeting.”
“An engineering change is approved in a day. Getting it into the BOM, the instructions and the stock takes more than three weeks.”
“When a customer asks for the cell history of one pack from line 3, I lose two days and Hugo loses one.”
“Each grant report takes me nearly three weeks. Most of it is finding timesheets and matching invoices to work packages.”
Team Members Interviewed
Systems Accessed
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.