Practical examples
01
Restructuring
medium-sized company (fine blanking, assembly),
130 employees
Situation analysis of order structure and calculations, price renegotiations, introduction of shop floor management, reduction of quality costs, inventory minimization, shortening of lead times.
Result: Sustained improvement of the company result from a negative EBT to an EBT > 6%
02
Establishment of a consistent production system
Metal processing company, 800 employees
Introduction of a continuous improvement process KVP including OEE and TPM with the principles of flow, cycle, pull and zero defect philosophy. Training of employees, conducting workshops
Result: Increase in plant availability by 40%, reduction in rework costs by 30%.
03
Strategy development to ensure long-term growth
metalworking company, 300 employees
Management of workshops, analysis of customers, market, competitors as well as external and internal framework conditions, introduction of scenario management, development of an implementation roadmap, support and coaching of communication
04
Establishment of uniform planning and reporting structures
manufacturing company, 700 employees
Ist analysis, introduction of cost center discussions, development of a rolling forecast process, start of action-based planning, comparison of bottom-up with top-down approach for strategic multi-year planning
05
Establishment and organization of a development department
Metalworking company, 750 employees
Development of organizational structure and processes, interface description, initiation of operational project activities, personnel selection, ensuring customer advice, development of reporting structures and budget planning, development of an external development network with universities, institutional research facilities and industrial partners
06
Integration of a corporate acquisition
Toolmaking, 25 employees
Establishing employee communication,
Derivation of a mission statement and self-image for the new organizational unit, alignment of reporting structures, interface description, development of departmental goals, adaptation of process flows, making the organizational unit visible in the entire group of companies