But the CEO believes the biggest challenge will be seamlessly weaving together two companies from opposite sides of the planet, with 170 locations and 62,000 employees.
"The integration of the two companies is the most important thing, if we want to grow, if we want to have cross sales, if we want to have the right synergies," Bolzenius said. "We need to build on bringing the teams together and having them function a lot more efficiently."
Marelli has a merger office that is working on about 100 areas of integration. The checklist covers everything from unified communication tools to standardized company procedures.
The integration managers meet with Bolzenius once a month to provide an update.
A key strategy is assigning employees from both companies a shared project to work on, Bolzenius said. This builds trust and familiarity while simultaneously getting real work done.
"The best way to bring people together is to give them a subject to work on," he said. "The best way is to get respect and understand each other just by doing something together."
For starters, Bolzenius said, production engineering teams from the former Calsonic Kansei, steeped in the Japanese tradition of ultra-efficient manufacturing techniques, have been dispatched to former Marelli Magnetti plants to help streamline new product launches. The collaboration delivered a key launch for a new headlamp product at a plant in North America, he said.