HANSA-HEEMANN AG has been one of the leading suppliers of mineral water and refreshment beverages in Germany for four decades. This consistency is based on a sustainable business model that is practiced in all areas of the company and continuously takes into account the requirements of the environment as well as the constantly changing markets.
In December 2016, the Hansa-Heemann AG acquired a property at a distance of approx. 1000m from the existing Bruchsal site. The aim was to launch a second bottling line for mineral water at both sites by the fourth quarter of 2017, thus expanding the bottling capacity. It quickly became evident that this was a challenging and time-consuming project. To bring it to a successful completion, the project management had to be sharpened.
M. Weller, Projekt Lead Hansa-Heemann
At the beginning, the senior project manager conducted an intensive lessons learned session. Derived from the resulting recommendations for further action based on the experience gained from an earlier plant expansion at the Bruchsal site, the project was tailored to the specific needs of the customer. A detailed definition of the project with a corresponding project phase plan and comprehensive risk analysis was essential.
In the project management, a junior project manager occupied the project office set up specifically for the project and supported the project manager in conducting the necessary workshops and meetings, took over essential components of the project communication as well as the status tracking. Due to the impact of a dynamic market on the project, the implementation of an effective change management system also ensured the success of the project. Through the development and use of a Kanban board, the project commissioning ran in a structured and self-organized manner by a commissioning team that was in daily communication and successfully managed all service providers, despite delays in the project schedule. This had a positive effect on the team spirit and ultimately led to the success of the project.
The connection of both new operating facilities to the existing infrastructure presented a particular challenge. The commissioning scope had to be adjusted to take into account the economic aspects of the total capacity and real sales volume. However, it turned out that the launch was not only a technical challenge, but also a social one. On the one hand, new personnel had to be hired and trained in time, and on the other, perceived barriers between the new and old teams or operating units had to be broken down. A change management process was initiated, which aimed, among other things, at developing a sustainable team spirit.
Dr. Sophia Schubert
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