Project set-up and overall program management for the implementation of three HV battery assembly lines for GROB / Volkswagen Group

Scope

The project involved responsibility for the complete project set-up for the implementation of three HV battery assembly lines. The lines were designed as turnkey solutions, with overall responsibility for the entire program being assumed.

The scope of services included the implementation of an efficient project and communication structure as well as operational consulting for management and executive management. In addition, comprehensive planning for the implementation of the projects was set up, including the creation of an integrated overall schedule with continuous tracking of all milestones.

In addition, supplier management and budget responsibility were taken on. Regular, structured reporting to management – including at the top management level of GROB and the Volkswagen Group – ensured transparency and controllability throughout the entire program.

Project Details:

Sector: Plant and mechanical engineering / automotive (e-mobility)

Client: GROB-Werke GmbH

Location: Mindelheim

Undertaken by: Waldemar Graf, Daniel Trautwein

Time period: March 2025 – December 2025

The commission was awarded immediately after the Volkswagen Group officially placed its order with GROB. At that point, no established project structures existed for the program. Accordingly, the initial focus was on quickly creating a solid foundation in terms of organization, scheduling, and communication.

The objective was to comprehensively plan and manage the entire program in the role of general contractor. The focus was particularly on structured project set-up, including clearly defined responsibilities, standardized processes, and binding “rules of the game” for cooperation between all internal and external parties involved. The aim was to create a stable basis for the successful implementation of the three lines.

One key challenge was that the product to be manufactured on the lines was not yet fully developed at the start of the project and underwent continuous further development as the project progressed. This required consistent simultaneous engineering in real time.

Technical adjustments, planning updates, and coordination had to be carried out in parallel and closely interlinked. This resulted in a high level of coordination effort, which necessitated agile project management and close integration between development, planning, and implementation.

A sustainable and efficient project and communication structure was successfully implemented for the entire program. This laid the foundation for the in-house project team to continue the project in an agile and structured manner. The established organization enabled transparency, clear responsibilities, and stable management of the complex HV battery assembly program.

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