GETRAG S.p.A.

Integrating four new program launches with project management to manage issues, risks and delivery.

The Client

GETRAG S.p.A was founded in 1998 and is part of the GETRAG Corporate Group. The corporation is the largest independent transmission manufacturer in the world, with annual volumes of 3 million transmissions, 1 million axles, and an annual turnover exceeding 2.6 Billion Euros.

The Group is represented in Europe, Asia and North America with 23 product development centres and production facilities, and over 13,000 employees.

GETRAG S.p.A. is located in Bari, Italy, and produces manual transmissions and in the future will manufacture the new double clutch transmission and gear set components. Customers past and present include GM, Fiat, Lancia, Rover, Mitsubishi and Renault.

The Challenge

GETRAG Corporate Group made the business decision to launch four new programs in GETRAG S.p.A. This included the gear set and transmission assembly for the new double clutch transmissions, transfer of a manual transmission from Germany and the phase out of the existing 5 speed manual transmission.

This in effect was the major challenge, as historically GETRAG S.p.A. produced a single product (5 speed manual transmission), which was delivered turnkey and predominantly supported by GETRAG Corporate. Hence, the shift for GETRAG S.p.A. from a single product to a multiple product line required a significant change in the company's organization and customer focus.

The challenge therefore was to manage and align the programs with the added complexity of being launched within the same time period, and consequently requiring;

• Project management discipline to support robust planning, execution, and control of projects
• Resource management of cross functional project teams
• Development of knowledge and mentality moving from a single to a multiple product line
• Management reporting and feeding back into the GETRAG Corporate Group
• Customer interface management, moving from a single to multiple customer focused organization

The successful launch of the complex programs was imperative for the business growth and future of GETRAG S.p.A. However, with a single product line structure and with no Project Management Office, managing multiple programs required coaching and leadership to ensure that the right skill sets and structure were implemented. To achieve this goal GETRAG S.p.A. recognised that a disciplined project management structure would be needed.

The Pcubed Solution

With a proven track record of successfully delivering project management solutions within GETRAG Corporate Group, Pcubed was selected to oversee the launch programs at GETRAG S.p.A. After conducting the initial assessment, gaps and opportunities were identified to increase the organizations project management maturity level. To develop the PMO and successfully manage the programs, the following solution was applied;

• Governance structure implemented throughout the organizational hierarchy ensuring the correct stakeholders are in place to make informed decisions
• Coaching and leadership to increase the project management maturity level, ensuring correct skill sets and processes were applied
• Implementation of structured project governance meetings and reporting metrics that drive actions, escalations and decisions
• Maintaining the reporting process and metrics within GETRAG S.p.A. ensuring the principle of visibility brings insight and control
• Deployed reporting interface within the GETRAG Corporate Group project teams which are located globally
• Pro-actively planning and prioritising activities for the programs

Key elements of the solution included:

• Implementing Pcubed PMO enabled the client to understand the control mechanisms needed for successful program delivery
• The governance and cadence structure provided the client with a method to manage the complex programs and importantly prioritising issue resolution
• Proactive PMO offered direct support with interfacing and managing communication within the global GETRAG project teams
• Pcubed's solution provided the stakeholders with the correct level of visibility, on how the program is delivering the business benefits
• Structuring the programs and following a strict cadence allowed 360° feedback on the project status. Thus enabling stakeholders to make "fact based" decisions and resolving critical issues in a timely manner