Initially, the interim manager worked alongside the local site director. Then, when the latter returned to France, the interim manager assumed full responsibility for the role.

The customs issue was resolved very quickly, faster than anticipated. However, the interim manager had to deal with an imminent quality audit from a Tier 1 client, a strategic audit as it was crucial for the future of the Tunis site.

Upon arrival, the interim manager launched or accelerated several strategic initiatives aimed at improving the quality, organization, and processes of the plant. These actions were structured around four priority areas: safety, operational and support processes, communication, and financial performance. Regarding safety and organization, a 5S project was implemented with regular monitoring, resulting in a more efficient site structure. The implementation of an HSE procedures matrix, along with a clear delegation of responsibilities to department heads, resulted in a 272-day work-accident-free period (as of April 30, 2025). Strict adherence to local regulations, combined with operational rigor and increased discipline, contributed to a high attendance rate, reducing the unavailability rate to 5% and absenteeism to just 1%.

In terms of internal communication, several mechanisms were established: monthly Executive Committee meetings, regular check-ins with department heads, project follow-up meetings, post-audit action plans, and management reviews. This structure fostered better coordination among the teams.

On the operational side, a complete overhaul of procedures based on the new organizational structure, the replacement of departing employees with internal transfers, and the reorganization of teams according to workload have enabled a reduction of more than 30 staff members without impacting performance. Furthermore, bringing preventive maintenance in-house has reduced costs while achieving a 100% completion rate and 80% equipment availability. Not to mention the support provided to facilitate the launch of the new e-mobility product project.

Monthly industrial performance indicators confirmed the effectiveness of the actions taken:

• Master Production Schedule (MPS) compliance rate: 100%
• Customer service on-time delivery (OTD) rate: 100%
• Revenue: 100% achieved
• Zero customer returns
• Production Planning and Management (PPM): within target
• Three continuous improvement projects launched each month

The Contingency Plan, launched on July 15, 2024, generated strong results in terms of cost optimization and expense reduction, particularly regarding ingredient consumption, transportation costs, overtime, maintenance consumables, and slow-moving or obsolete inventory. Costs related to employee transportation and external services were also significantly reduced.

Furthermore, the successful completion of three external audits (IATF, AFNOR 14001/45001, VALEO) and the group’s internal QHSE audit confirmed the progress achieved. These results were made possible thanks to the commitment of a skilled, autonomous, and fully engaged local team, working closely with the CEO throughout the assignment.

Finally, the interim manager was able to strengthen team cohesion, a key factor in the success. The few minor non-conformities identified during the audits were addressed and resolved before the end of the assignment, which concluded without any further non-conformities.