The Challenge

With the government imposing challenging targets on automotive OEMs to ensure that all new cars are to be zero emissions by 2035, one manufacturer was embarking on a major programme to ramp up the development, prototype build and eventual manufacture of its own batteries, electric drive units and vehicles.

With the programme well underway, the OEM identified that they wanted to accelerate their pace on the new technologies.

While the OEM had trained and recruited their own internal staff for the programme, they had deployed all of their resources and needed external help to find additional, suitably skilled resources that the programme demanded.

The Solution

In order to solve its skills and resource challenge, the OEM decided to engage with an external partner to supply it with additional skilled technicians and appointed G&P to the project.

G&P’s initial brief was to supply a small team of qualified vehicle technicians, who ideally already had experience of working on electric vehicles (EVs). However, after further discussions and assessment of the future programme schedule, the requirement was significantly increased to include Engineering support and eventually doubled again.

To achieve the rapid programme acceleration, G&P created and executed a plan which would introduce an extra team of skilled fitters onto the programme.

In addition to ensuring the technicians possessed the necessary qualifications, skills and experience, G&P also ensured they had the right behaviours for the OEM so that they would thrive, add further value and be more likely to remain with the team longer-term.

The Results

G&P’s intervention enabled the OEM to deliver their plan for their electric vehicle development programme. Not only did the extra skilled technicians provide the further resource required to achieve their timing ambitions, they were recognised and worked as fully integrated members of the team, proactively identifying potential issues along with suggestions and process improvements to solve challenges.

With G&P’s team growing from 20 to more than 200 people per day in a short space of time, G&P introduced its own group leaders to help supervise aspects of the programme and also provide further trust, confidence and support for the OEM. G&P’s supervisors even deputised at meetings for the OEM’s own supervision teams when they were unable to attend meetings.

G&P’s technicians are an integral part of the OEM reflecting the company’s flexibility, breadth of service and commitment to delivery. Working towards a common goal, the team act as one harmonious, dynamic unit, supporting each other to help deliver the best vehicles possible, making the OEMs transition to net zero much more achievable.