By Hardy Gaschler, Director of Operations
When we began the transition of injection molding operations from Ludwigsstadt, Germany, to our site in Sonneberg, Germany, the objective was clear. The company needed to consolidate operations and improve efficiency.
The reason for the move was straightforward. Continuing production in Ludwigsstadtis no longer practical. At the same time, Sonneberg has developed into experts in injection molding, making it the natural location for these operations.
However, moving equipment is only one part of the story.
The project required close coordination across multiple teams, including project leadership, manufacturing engineering, and planning. Weekly alignment meetings ensured that all stakeholders had a clear understanding of progress, risks, and priorities.
One of the key challenges came from legacy constraints. In the past, tools were often dedicated to individual machines. This limited flexibility and made it more difficult to respond to increasing demand. As a result, the team needed to rethink how production capacity could be managed more effectively.
The transition also highlighted the importance of investment in future capability. We are introducing new tools and considering additional machines. We are recreating clean room conditions in Sonneberg to meet production requirements.
Although this project is primarily local, it reflects broader themes that are common in global organizations. Decisions about production and capacity are influenced by demand, supply chain considerations, and long-term strategy.
This site move demonstrates how operational change and company culture are closely connected.
The team is not only executing a transition. They are learning from past limitations and improving flexibility to prepare for future growth.
The result will be more than a relocation. It will be a stronger and more resilient manufacturing operation. This is the Novanta Way in action.