At the beginning, the senior project manager conducted an intensive lessons learned session. Derived from the resulting recommendations for action based on experience from a previous plant expansion at the site in Bruchsal, the project was tailored to the customer's specific needs. A detailed definition of the project with a corresponding project phase plan and comprehensive risk analyses was essential.

During project implementation, a junior project manager staffed the project office set up specifically for the project and supported the project manager in conducting the necessary workshops and meetings, as well as taking on key elements of project communication and status tracking. Due to the impact of a dynamic market on the project, the implementation of effective change management also ensured the success of the project. Thanks to the development and use of a Kanban board, commissioning was structured and self-organized by a commissioning team that was in daily contact and successfully managed all service providers, despite delays in the project schedule. This had a positive effect on team spirit and ultimately led to the success of the project.

Connecting both new production facilities to the existing infrastructure posed a particular challenge. The scope of commissioning had to be adapted to take account of the economic considerations of overall capacity and actual sales volumes. However, it turned out that commissioning was not only a technical challenge, but also a social one. On the one hand, new staff had to be recruited and trained in good time and, on the other, perceived barriers between the new and old teams and operating sites had to be broken down. A change management process was initiated which, among other things, aimed to develop a sustainable team spirit.