OEE back to 78% — automotive equipment manufacturer.

Zero customer disruption over the period, absenteeism down a third. Transition Production Director, 5 months.

Operator on the automotive assembly line during the OEE turnaround covered in this case study

The context

A Tier 1 equipment manufacturer sees the OEE on its main line stuck at 58% for three straight quarters: late deliveries, looming penalties, a deteriorating shop-floor climate. The customer has triggered heightened audits; management no longer trusts the site’s own figures. The production director has left — the position is vacant at the worst possible moment.

The mission

An transition production director, mobilized 9 days after the first call. Mission letter: secure OEM deliveries within 4 weeks, bring OEE back above 75% within 6 months, and get frontline supervisors back to running the line on their own. Weekly checkpoints with the CEO and MT-Transition.

What was done

Weeks 1–3: ground truth. Reliable OEE measurement (the previous figure was overly optimistic), the top 5 losses quantified, containment on recurring defects, and the delivery schedule renegotiated with the customer on realistic terms.

Weeks 4–12: the fundamentals. Short-interval control on the line, problem-solving on the 3 major breakdowns (80% of downtime), SMED on changeovers (from 55 to 20 minutes), preventive maintenance re-prioritized with the maintenance manager.

Months 4–5: consolidation. Standards documented, team leaders trained in shop-floor management, a simple dashboard handed over, the search for a permanent successor supported — and a handover organized over three weeks.

The results

OEE from 58% to 78% in 5 months. Zero customer disruption over the period, OEM audits closed out, absenteeism down a third. Above all: six months after the mission ended, OEE has held — performance belongs to the team, not to the manager who left.

A similar need?

Transition Production Director, mobilized in 9 days.

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