The main issues are as follows:

• The planning of project was inaccurately estimated.
• The transfer of documentation from headquarters was not completed.
• The pre-serial phase was not properly handled.
• Industrialization was not finished on time with 50% of the shopfloor workforce missing.
• The above contributors resulted in very short period to postponement of SOP at the OEM customer and difficult ramp up and a complicated relationship with the customer, leading to a high level of escalation.

• GQ reinforced the original hard-pressed team with 15 white collars (managers and engineers – industrialization, quality, project mgr, logistic, engineering, production) and 5 technicians (shop floor quality) and 20+ blue collars successfully installed within the first 2 weeks following original demand.
• Highest peak of support: 50+ direct people on support and another 100+ indirect (via partner companies).
• Management of project departments.

• The customer received strong support to overcome extremely complex problems when the issue started.
• The customer received expertise of GQ interim professionals who made good and efficient decisions in a short period of time.
• GQ interim professionals handled difficult communication with an exceptionally demanding customer.
• Management of project departments.
• GQ ran a solution on another similar project in pipeline to avoid the same problems in the pre-serial phase.
• Over the course of 1 year, GQ interim professionals managed to achieve a de-escalation level and resolve most of the problems.
• Our customer went from heavy crisis firefighting to standard operational conditions with a happy customer and a smoothly running project.

• In one year, GQ significantly helped our client out of a very deep crisis, tighten relationships with their biggest customer and to resolve seemingly unsolvable problems.
• At the same time the customer received support with an ongoing project which did not experience the same issues.