Change Management and HR Project to Move Manufacturing Plant to Asia

Change Management And Hr
The challenge

An international manufacturer of luxury goods was moving most of its production to Asia. They needed help to educate the employees at the new site, re-educate current employees in the country to new roles and help the employees leaving the company into a new work life.

As part of this big change management project, they also wished to give their mid-level leaders a greater knowledge of psychological personality types so they could better lead and motivate employees. We had to find the right tool for this company to perform personal, team and 360 analysis, conduct the tests and provide feedback.

What we did

Torben Soelvsteen worked with the company for a just over a year at their site locally and in Asia. Facilitating the change process with management, employees, unions and different educational providers.

At the new site, he assessed the skills needed and helped pick and train trainers. This included those both the new and old production site giving so they had the skills needed to educate the new employees in Asia.


Torben conducted leadership coaching and training to help the new management on its way at the new plant and to develop management at the old site.

At the old factory, he helped retrain staff and did DISC profiles and team profiles. He provided feedback on these and had coaching talks with the employees who were staying at the original site. After conducting the profile analysis Torben provided council to redundant employees and helped them progress to their next employer by assisting them with their resumes, finding new careers, educations and jobs.

Torben conducted DISC profiles and 360 analysis with the leadership group and held courses in understanding, motivating and leading with a focus on different personality types.

The project overall helped revitalise the LEAN thinking and understanding.

The results
  • The company moved production from Denmark to Asia and became profitable 25% quicker than expected.
  • Production became more LEAN and efficient and had less product and human error faults than expected.
  • The employees and leaders who stayed at the existing plant became more efficient and satisfied with their work.

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