Batteries and fuel cells
Implementation plan

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.

Implementation plan

What to fix before volume doubles, in what order, and who signs off. 7 initiatives across 4 departments. €453-690K illustrative annual gross value, of which €395-585K is direct initiative value.

Priorities at a glance

  • 7 initiatives across 4 departments
  • €453K to €690K in illustrative annual gross value
  • Sample target: engineering changes effective in 10-12 days by month 3
  • Effectivity dates, PPAP signature, UN38.3 decisions and grant reports stay with named people

Automation Opportunity Map

The goal is not to add AI on top of chaos. The goal is to turn repeated fires into infrastructure: context assembled automatically, decisions routed to the right level, exceptions escalated only when human judgment is actually needed. The figures below show direct value by initiative. Broader operational value is modeled separately.

Matching and updates use deterministic rules. An agent can classify a free-text request, gather records or draft a response. Software-enforced access, validation, duplicate handling and named human approvals govern consequential actions.

The two estimates (direct value by initiative; projected annual value by operational effect) are alternative, overlapping views. Do not add them. Ranges are teaching assumptions without source measurements: volumes, time, loaded cost and error cost require validation. Investment, operation and adoption ramp remain to be deducted.

Low complexity
Med complexity
High complexity
Direct initiative value: €395-585K/yr
Engineering + Production2 items
€170-250K
Change Propagation: from PDM revision to Business Central, instructions and MES
€90-130KMed
Current state
About 14 changes a month. Each BOM revision is retyped into Business Central, work instructions and the MES routing by different people. 23 days on average to effective; 46 packs reworked last quarter.
Target state
When a revision is released in PDM, the agent prepares the Business Central BOM change, lists stock and open orders of superseded parts and the instructions and routings to update, and flags PPAP or UN38.3 impact. Engineering approves each change; production sets the effectivity date. One checklist shows what is still open.
€90-130K/yrWeeks 4-10Med
Line-3 Traceability: cell-to-pack genealogy and test results
€80-120KHigh
Current state
Line 3 saves scans to CSV files and test results on bench PCs. One pack's cell history takes 2 days to rebuild.
Target state
Scans and bench results linked to pack, module and cell serials as they are produced, in the same structure as lines 1 and 2. A traceability report takes minutes. Inès reviews every report before it reaches a customer. The data model becomes the base for the battery passport.
€80-120K/yrWeeks 5-13High
Supply Chain + Logistics2 items
€100-145K
Morning Shortage Brief: one list prepared overnight
€70-100KLow
Current state
Sarah rebuilds the shortage list from 6:45 every morning using Business Central, supplier emails and the line. 31 hours of line stops in three months.
Target state
The agent compiles shortages overnight from Business Central requirements, stock, open orders and supplier confirmations found in emails, and marks dates that changed. It drafts chase emails for buyers. Sarah and the meeting decide priorities and allocations.
€70-100K/yrWeeks 2-6Low
Dangerous Goods Pack: class 9 documents with the right test summary
€30-45KLow
Current state
About 35 class 9 shipments a week. Kevin checks UN number, packing instruction and UN38.3 summary version by hand. Prototypes ship under special provision 310.
Target state
Shipping documents prepared from Business Central with the UN38.3 summary that matches the pack variant and revision. Prototype shipments flagged for their specific paperwork. Kevin checks and signs every shipment.
€30-45K/yrWeeks 2-5Low
Quality + Customers2 items
€100-150K
PPAP Assembly: elements collected and checked against each customer's list
€60-90KMed
Current state
9 open packages for 4 customers, up to 18 elements each. 2 of the last 7 submissions came back for a missing or outdated element.
Target state
For each package, the agent collects the current controlled version of every element, flags missing or outdated ones and formats them for the customer portal. Inès reviews the package and signs the Part Submission Warrant.
€60-90K/yrWeeks 6-11Med
Customer Ramp-Up Status: weekly report from live data
€40-60KLow
Current state
Pauline builds weekly customer reports by hand from Business Central, the shortage list and the MES. Promises change after each shortage meeting.
Target state
Weekly report drafted from Business Central orders, MES output and the shortage brief, with changed delivery dates highlighted. Pauline reviews and sends it; no promise goes out without her.
€40-60K/yrWeeks 7-10LowDepends on: Morning Shortage Brief: one list prepared overnight
Finance1 item
€25-40K
Grant Report Preparation: hours, invoices and evidence by work package
€25-40KLow
Current state
Two milestone reports a year, about 110 hours each, collecting timesheets, invoices and evidence by work package after the fact.
Target state
Timesheets, invoices and milestone evidence collected by work package month by month, with gaps flagged. Marion prepares the report from a complete file, and Antoine signs it.
€25-40K/yrWeeks 3-6Low

Implementation Timeline

Weeks are relative to implementation start; months represent four four-week blocks. Dependent work can be prepared in parallel with test fixtures, but production release waits for sync acceptance. This is a scenario schedule.

  1. Morning Shortage Brief

    Weeks 2 to 6

  2. Dangerous Goods Pack

    Weeks 2 to 5

  3. Grant Report Preparation

    Weeks 3 to 6

  4. Change Propagation

    Weeks 4 to 10

  5. Line-3 Traceability

    Weeks 5 to 13

  6. PPAP Assembly

    Weeks 6 to 11

  7. Customer Ramp-Up Status

    Weeks 7 to 10

  8. Battery Passport Data Model

    Weeks 13 to 16

Month 1: Morning shortage brief and dangerous goods pack go live. Sarah and Kevin check every output. Grant evidence collection starts for the current period.

Month 2: Change propagation runs on new changes, with engineering approving each one. Line-3 traceability build starts. PPAP assembly begins with the two packages due first.

Month 3: Customer status reports drafted from live data. Sample target: changes effective in 10-12 days and line-stop hours from shortages down by a third.

Month 4: Line-3 traceability in production and battery passport data model started. All 7 initiatives running. Handover is accepted when a second person can run and recover each flow.

Projected Annual Value

Released capacity (73.9 h/week × 46 weeks ≈ 3,400 hours; 2,050-2,500 treated as recoverable at €60 loaded hourly cost)€123-150K
Rework avoided on superseded BOMs (46 packs a quarter at about €650 each in the scenario)€90-120K
Fewer line stops and less expedited freight from shortages€80-130K
Ramp-up margin brought forward (packs shipped in the promised week)€120-220K
Lower exposure on customer claims, PPAP rejections and battery passport readiness€40-70K
€453-690K
projected annual value

Released capacity goes back to engineering, quality and supplier work while volume doubles. No role is removed; the same team absorbs a larger volume. Margin brought forward is timing within the year and is shown apart from capacity. All figures are illustrative.

Phase 1
War Map
Sample deliverable
Phase 2-3
Implementation
12-16 weeks
Phase 3+
Ongoing
Usage-based

How much time could this free up?

Choose one non-overlapping task category and the people who actually perform it. These inputs are scenario assumptions; replace them with a measured baseline.

180
52,000
40
31
40

2,232

Task hours per week

€2,901,600

Annual cost allocated to this work

892.8

Potentially released hours per week

€1,160,640

Annual gross value of that capacity

Hours = people × weekly hours × task share. Allocated cost = people × annual loaded cost × task share. Potential capacity multiplies each by the releasable share.

This is not net ROI or a payroll saving. Necessary manual work remains. Adoption and quality must be measured; actual uptake may be lower. Implementation investment, model and hosting costs, maintenance and supervision are excluded. Cash savings require a separate spending decision; otherwise the benefit is capacity available for other work.

How We Work

1
War Map Review
We walk through this deliverable together. You challenge the numbers, confirm the priorities, and tell us what we missed. This is your map. We built it, but you own it.
2
Remediation
Before we build anything, we fix what needs fixing. Data quality, missing SOPs, system access. Your team gets briefed on the plan. No surprises.
3
Build + Deploy
We work directly with your operations team. Systems go live one at a time, in priority order. Release gates cover representative cases, permissions, failures and escalation; consequential actions retain the agreed human authorization. This illustrative schedule targets first production results in month 1.
4
Transfer
We train your team. We document everything. We make sure the people who run your operations can run these systems without us. The capability is yours permanently.
5
Exit
Handover is accepted when your team can operate and recover the agreed systems. Any continuing support is separately scoped, with a named owner and a documented exit.

War Map

A real engagement is scoped in the Strategy Session and may begin with a War Map or a bounded Feasibility Sprint.

Request a Strategy Session

Direct accountability. Scope agreed before work begins.