Scope, size of the assignment:
Relocation of traditional production entity in glass and aluminium.
Approx. 4500 sqm
FTE 10, two months

Challenge:
Relocation of the 4500 sqm production facility, that was closed due to Chapter 11, in shortest possible time.
With experience in relocating multiple production facilities, We took on a project to move a production, machine park, stock, assets, pallet racking and other storage in the shortest possible time. About ten people worked on the project for two months, which included planning, signing up subcontractors, implementation, and reporting to the new owner.

Due to the time pressure, we decided to overlap the phases, that is, based on a rough overview plan, we chose to initiate the procurement of subcontracts while creating time to plan the more complex parts of the project. The project planning created a tight schedule where many moving parts were fitted in during the final phase of the project. A balance between the cost of subcontractors and the rental cost of premises was set against each other for the lowest cost.

Initial evaluation of H&S, safety risks for personnel, subcontractors, and equipment is a prerequisite for safely dismantling and logistics in similar assignments.

With a broad network of contacts, we assembled a team that quickly carried out a controlled dismantling and transportation. The project was characterized by quick decisions and close cooperation with subcontractors, owners, and property owners.

Lesson:
The first priority is the safety of personnel and subcontractors working on the project. Develop and follow up on a daily safety plan with everyone on site. Acquire the competence if you do not have it yourself.

It is surprisingly what can be achieved with a small dedicated specialist team on a "shoe-string" budget. Again: Safety first, never compromise on safety for the team!