I interviewed Glenn Rosenholmer who discussed Risk Analysis.








It’s nice speaking with you today, Glenn. I’m looking forward to hearing your views on risk analysis. My first question is: Why are companies not focusing on the broad perspective in terms of when they do risk analysis?


Thank you, Dustin. Good to be on the chat with you.


First of all, when it comes to the fact that the big step of making a new footprint, the companies that are mature and have been doing it several times before still struggle with the fact to get the right experience in every move.


One of the things that happens is that the companies focus on the tangible things, they are aware of, and are also able to copy it from their earlier move they had. Having said that, compared to move to another country, the infrastructure, as well as the situation to have new setup both in terms of first- and second-tier is underestimated.

That is what is very often cost and schedule are missed. It’s not about the company’s understanding risk analysis; it’s not about the fact that there’s time spent on it; but it’s focused on more of the tangible history and what they actually know about their operation earlier.


How do you make sure that you have the experience in terms of the team responsible for moving manufacturing operations?


It’s about the culture; it’s about getting the, if you like to call it, the A-team that can provide right skill for the specific in each task.


Having said that, what I mean is that it’s actually a lot of planning to get a team with experience,as well as skill, of course, to be put in place well ahead of time, before the actual decision is made. Having said that, scenario planning and the risk analysis should be at least a quarter or, if possible, a longer time, to move a factory, move a manufacturing operation needs full scale feasibility study, as I mentioned is to get the right team and the right experience.


I think it’s important to be a theoretical, have the right theoretical background, both theory as well as practice. You need to get those people who’ve been doing it before and, also, the skill they have in different areas work close together.


How is agility related to this?


Agility is related by the fact that when we talk about moving or doing a new footprint, time is often respondent to what the idea of the company or, if you like to prove, the stakeholders about how much effort, how long a time it takes. Agility is, of course, if you need to do this several times, let’s say, in one calendar year, you need to have those A-teams out there that are actually skilled and do that all the time. That is, for me, sort of agility. If you like to see it as you can put together a team every time that don’t work well together, has no history, then it’s a lot of obstacles only to start up that thing. Since you like to say it’s a specific skill to be agile, have the agility skills, doing these moves. It’s profession, I would say.


Could you talk about how you find new tiers upstream?


Well, that’s a really good question, Dustin. First of all, when we started to talk about risk analysis, that is one area I would consider is underestimated, linked to risk analysis. One of the things as far as experience I have is to actually do the homework where you’re going to move in terms of infrastructure ability to find the right workforce.

Not only workforce, also supervisors, as well as possible plant-factory managers and so on. That should happen well ahead of the actual decision-making. One good thing is to also—well ahead of time as well—have people onsite before the decision is taken doing the pre-analysis and scenario planning, and then put it back into the decision to be taken, to move planning.


Can you provide a brief background of yourself?


I’m Glenn Rosenholmer. I’ve been doing work both in automotive, as well as telecom and personal and consumer goods for 25 years. A lot of the times, I work with both projects or initiatives, as I like to call it. One of the things I did very early in my career is working with helping companies to put lean into place, and that’s why I like to call it “initiative” and not a project, because it’s not a project; it’s a lifestyle.


Right now I’m in the middle of several types of business challenges, still working with helping out companies in the best ways I can to, as we spoke about risk analysis, taking the right decisions. That are my recommendations in day-to-day life.


Thanks again for sharing today, Glenn.


Thank you, Dustin. It was really nice to be on. I hope we can see each other in other issues or obstacles or, if you like to call it, challenges that we can all experience what’s out there. Have a good day, Dustin.


Thanks, you too.

About Glenn Rosenholmer




Glenn Rosenholmer

Partner at MYSIGMA

LinkedIn Profile