Referenzen

Projekte & Kunden

Paketdienstleister – Shared Service Center

  • Projekt: Lean management transformation in Finance & IT shared service center conducting pilots, definition of methodology and capability building. Heavy focus on buy-in from the organization
  • Ergebnis: Significant increase in productivity and customers satisfaction

 


 

Tier 1 Automobilzulieferer

  • Project: Operational excellence programs for gasoline systems, and electrical drives divisions
  • Results: Improvement of all indirect functions such as HR, product management, administrative / back office – reaching target operating margins & enabling growth

 


 

Automobilhersteller

  • Project: Improvement program for several divisions, including trucks, vans, aftermarket using lean and agile principles targeting productivity and handling customer-driven complexity
  • Results: Step-change in productivity and installing a continuous improvement system

 


 

Reederei

  • Project: Supplier development project to increase reliability and on-time delivery
  • Results: Cooperation with container terminals to reduce and stabilize port stay

 


 

Versicherung

  • Project: Lean Six Sigma improvement program for all operations & functions as well as installation of a holistic performance management system
  • Results: Coaching of service managers and headcount reduction according to business needs

 


 

Opportunity assessments

  • Project: Diagnostics for several clients to identify pain points and assess improvement opportunities
  • In various industries – logistics, automotive, energy, service companies
  • In various functions – manufacturing, back office, call center, port operations, R&D

 


 

Hersteller von Transportbehältern (FIBC)

  • Projekt: Konsolidierung des Produktionsnetzwerks im Rahmen eines Turnarounds – Mobilisierung bereichsübergreifender Team aus Produktion, Supply Chain, Vertrieb und Controlling um die notwendingen Anpassungen im Produktionsnetzwerk zu identifizieren. 
Planung und Umsetzung des Produktionstransfers und der Schließung von zwei Werken. Planung und Umsetzung des Produktionshochlaufs eines Werkes.
  • Ergebnis: Abwendung der unmittelbar Existenzbedrohenden Situation für die Unternehmensgruppe. Aufgezeigt, dass grundlegende Veränderungen möglich sind. Dadurch weitere strategisch sinnvolle Anpassungen des globalen Produktionsnetzwerks ermöglicht