Project overview
This project focused on process improvement in manufacturing in a Danish metalworking company producing stainless steel products.
The assignment combined project management for the planning and visualisation of an IT system for production planning with hands-on operational leadership. In addition to leading the project over a 12-month period, Søren Clausen also took on the role of Interim Chief of Operations for 8 months.
The overall objective was to improve production flow, create more reliable lead times, and strengthen daily control of bottlenecks across both production and administrative processes.
Bottelneck optimization
Client: Danish stainless steel manufacturer
Employees: 480
Focus: Process improvement in manufacturing
Role: Project Manager + Interim COO
The challenge
The company needed stronger control of production flow and more accurate delivery planning.
Delivery times were being planned around available capacity, but the business lacked a simple and effective structure for identifying bottlenecks, prioritising work correctly, and creating a shared overview across production. This made it harder to predict lead times accurately, allocate resources effectively, and keep work moving through the system.
There was also a need to improve how employees found and prioritised the next order, reduce work in progress, and create a more stable basis for on-time delivery. These issues made process improvement in manufacturing a clear operational priority.
Limited bottleneck visibility
Unclear production prioritisation
Need for more reliable lead times
Role and responsibility
Søren Clausen led the project as Project Manager for 12 months and also served as Interim Chief of Operations for 8 months.
His role combined analysis, implementation, coaching, and operational follow-through. The work was not limited to system planning alone. It also involved practical changes in production logic, daily prioritisation, staff training, and operational leadership.
There was also a need to improve how employees found and prioritised the next order, reduce work in progress, and create a more stable basis for on-time delivery. These issues made process improvement in manufacturing a clear operational priority.
Role and responsibility
Søren Clausen led the project as Project Manager for 12 months and also served as Interim Chief of Operations for 8 months.
His role combined analysis, implementation, coaching, and operational follow-through. The work was not limited to system planning alone. It also involved practical changes in production logic, daily prioritisation, staff training, and operational leadership.
This created a direct link between process analysis, IT system improvements, and day-to-day execution in the factory, supporting a broader process improvement effort across manufacturing operations.
Scope of work
The project included:
Analysing processes to identify bottlenecks
Supporting the planning and visualisation of an IT system for production planning
Creating simple methods to identify overall bottlenecks in production
Creating simple methods to identify non-bottleneck resources and reallocate personnel where needed
Adding new data fields to the IT system to improve order visibility and prioritisation
Creating better overview for personnel to identify which order to start next
Defining rules and training employees to work only on prioritised orders
Coaching personnel using Theory of Constraints principles
Supporting a stronger operational focus on flow, prioritisation, and throughput
Serving as Interim Chief of Operations during the implementation period
Results
The project delivered measurable improvements in delivery performance, production flow, and capital efficiency.
89–100% on-time delivery
Up from 50–62% during the project period
30% less work in progress
Supporting better production flow
€750,000 lower working capital need
Improving capital efficiency across operations
Better daily overview of bottlenecks
Making resource allocation easier
Higher throughput across operations
Driven by stronger prioritisation and flow
Transition towards paperless production
Supporting a more efficient production environment
Operational impact
The value of the project was not only better planning, but stronger day-to-day operational control.
With improved visibility, clear prioritisation rules, and a shared focus on bottlenecks, the organisation gained a more practical and disciplined way of running production. Employees were better able to see what to work on next, managers gained a clearer daily overview, and resources could be allocated more effectively to protect flow.
This created a more stable production environment with better delivery performance, improved capital efficiency, and stronger foundations for long-term process improvement in manufacturing.
Need support with process improvement in manufacturing?
If your business needs practical support in production planning, operational improvement, bottleneck management, or process improvement in manufacturing, Søren Clausen can contribute with structured execution and hands-on industrial experience.
