Producer of printing machines in the 1st-tier segment for international large scale printings shops delivering label applications in fast moving consumer goods industries

After withdrawel of the resolution to execute the site closure a subsequent expansion of the site becoming competence center for label printing machines in the Heidelberg Group took place; due to massive leadership problems, insufficient ERP support and dysfunctional supply chains in the purchasing area, an entire recovery program was requested. Revised structures and processes targeting operational excellence assured market supply in time besides new product launch of digital machine series.

SAACKE GmbH is a family driven business providing state-of-the-art combustion technology for maritime and stationary applications worldwide

In the course of an ongoing corporate transition process, numerous IT-applications and business relations to IT service providers have not adequately been updated or have even been discontinued; preparing the decision for reinvestment, the remaining applications required tough evaluation according to evolving business needs; applications to be prioritized had not been subject to any implementation plan based on approved requirements so far.

The BMS was result of multiple company mergers in Switzerland as PE driven buy-and-build strategy

Order fulfillment processes of merged wholesalers and their subsidiaries hardly coincided; working capital goals were difficult to be met due to consistent use of digital tools (ERP, mobile devices, etc.) impeding to leverage expected synergies along the value streams; the pragmatic design of basic implementations steps towards efficient cooperation between subsidiaries were requested, including the hands-on manager profile of the PMO-lead

Execution of maintenance plans, repair works and certification/test services of cranes and lifting devices operating in oil refineries, chemical plants and large scale power stations

Despite satisfying corporate work load, the midterm profitability outlook of the company has not been acceptable; the multitude of requested projects, missing automated work flows for order execution and poor evaluation of project margins led to an intransparent profit profile. Due to unclear corporate structures too many required workarounds underlying partially unreliable value streams.

• operational losses within P&L cut according to financial planning
• working capital reduced by 50% through enhanced cash-in of accounts receivable
• Senior Management structure put in place
• redesign and implementation of group-wide mobile ERP functionalities supported

Family Office: Planning, control and execution of energy efficiency projects within commercial real estate and residential properties

Successfully accomplished start-up phase, increasing project requirements, execution control and commercial revision in context of large Industrial/commercial real estate environment required a holistic revision of the entire business model. For this purpose, internal expertise to expand business on the business model developed so far has not sufficiently been available.

• implementation of financial planning
• introduction of cash management process
• review of customer portfolio
• implementation of workflow-management system supporting project monitoriung and execution
• design and implementation of national service partnering network
• recruitment of sales director
• put M&A-process in place; communicate commercial milestones and requirements

• 15% increase in terms of turnover within 12 months achieved
• account receivable reduced by 50%
• M&A-consultant contracted
• MD as successor in place
• workflow system for project execution control introduced
• 5-years planning system in place
• service partner established
• customer contracts revised and finalized

International manufacturer and equipment supplier of hydraulic components/systems solutions for heavy industries applications, e.g. machine builders, steel industries, heavy duty lifting devices, etc.

Sufficiently qualified resources for program management have not been available for value stream redesign and implementation of 7 product lines to be relocated simultaneously from the central manufacturing facility to 3 internationally acting locations; due to inadequate automotive centered relocation concepts for intercompany supply and supply chain control logics, adapted project plans were expected to be put in place.

Consulting firm targeting technology based leaders, which develop their operating model further to generate more predictable revenue streams

The amalgamation of industrial leadership expertise and consultancy based methodologies permitted both of the clients to develop the implementation projects using IoT-technologies in the context of their existing operating model; providing this service, the business process delivering product support services (health care) and "pay-per-use" models (tool machinery) was put in place.

• lead executive innovation workshops on client's sites
• tool machinery: Bystronic, Niederönz/CH
• healt care: Gettinge/Maquet, Rastatt/D

The company produces card boards for packaging material manufacturers; redefining the operations model, own printing shops had been acquired covering the entire value chain targeting food products

Due to the integration of the value chain regarding top quality packaging material for food industries, the manufacturing network created turned out to be inefficient and unprofitable. The division's ability of going concern was unclear. Various scenarios were requested to be analyzed regarding operational feasibility on site, subsequently leading to a ready-to-implement restructuring project.

Family driven business manufacturing steelworks and components for high voltage and medium voltage transformers as part of power stations and distributor installations

Due to continued decrease of investments in power stations and power distribution facilities, main customers (e.g. Siemens, ABB) reduced domestic order volumes for steelworks and its components by simultaneously developing manufacturing capacities in European low cost countries. Weak maturity of LEAN manufacturing and the out-dated ERP system of the company impeded to improve business results for quite a while. The owners expect the MDs in place to implement a hands-on improvement program

Family driven manufacturer of flat packed high-class cabinet series, distributed by national furniture stores and internet sales platforms, eg. Amazon, Otto, etc.

The Swiss kitchen manufacturers "Piatti", Dietlikon ZH, and "Forster Swiss Home AG", Arbon, where acquired by the German Group ALNO AG, Pfullendorf

After acquisition in 2014, for both of the Swiss kitchen manufacturers the features of the required cost-saving program have been unclear; the initiated transfer of "Piatti" products to ALNO AG, Germany, led to breakdown of market supply, working capital of "Forster Swiss Home AG" has by far been too high. Project recovery and LEAN Manufacturing implementation in concerned locations have been requested by the ALNO board of directors.

• design of post M&A efficiency improvement program concluded
• execution of value analysis: validation of savings potentials
• business case for intercompany supply of "Forster" products from Switzerland presented to the board
• "Piatti": operations transfer and site closure during critical project phase supported

Using fully automated mounting technologies, the company manufactures electronic components for international clients in automotive, rail and medtec industries

In context of a due diligence targeting the sale of the company, the client requested operational process improvement and detection/correction of poorly controlled supply streams; risk mitigating caused massive hands-on driven interventions, revised customization of the SAP/R3 systems been required; project work in context of prototyping due to new product launches needed careful examination according to VDA 16949.

Refractory manufacturing company servicing building materials supplier and process industries using ans maintaining industrial kilns

Taking the responsibility as CEO of the firm, the subsequently installed profitability and cash monitoring has shown evidence of liquidity crisis; cash-in and massive reduction of working capital enabled the owners to analyse going concern scenarios in context of German insolvency act; alternatively, an asset deal was to be taken into consideration.

• liquidity protection succesfully concluded until opening of insolvency phase by reduction of working capital (approx. 2 Mio.€)
• business model evaluation according to German auditor’s standards IDW
• assets and liquidity managed according to German insolvency act
• initiation and support of subsequent M&A process controlled by the insolvency administrator

Venture Capital financed start-up-company providing B-to-C internet shop services for food deliveries

VC-financed corporation high-end precision tool machinery preparing Wafers for integrated circuits manufacturing

In der Phase der Ertrags- und Liquiditätskrise forderte das IDW S6 - Gutachten Veränderungen im Order-to-cash-Prozess mit Schwerpunkten in der modularen Vor-Montage; die Voraussetzungen hierfür waren mit den bis dahin genutzten Konstruktionen noch nicht gegeben. Die Ressourcen- und Materialplanung waren nicht geeignet, diese grundlegende Veränderung der Arbeitsweise einzuführen.

International dental implants manufacturer for individual esthetic remodeling of teeth and prosthetic restoration

Accompanied by an international consulting firm, the client has been in the phase of a partially executed legal/admin transfer from Sweden to Switzerland; operational units located in Sweden, Canada, US and Japan were about to be restructured in terms of value streams and product cost savings. Approach and implementation have not been transparent at that time; the client expected a pilot driven proof of concept based on leveraged activity based costing elements.

•  1,1 mio.€ annual savings on specific product line implemented; restructuring concept ready for implementation
• savings of approx. -20% per development hour put in place
• LEAN implementation supported

Producer of water meters for residential properties, contracted metering companies and regional utilities servicing distribution networks

The company was part of an industrial group consisting of metering divisions for gas, electricity and water supply, formed by CVC Capital Partners, subsequently sold to Melrose and finally integrated into the Honeywell Group. Unprofitable water meter manufacturing has been transferred to Slovakia, inbound and outbound logistics outsourced to a contractor. International order control and Supply Chain Management had to be entirely rebuilt.

International Holding consolidating 13 packaging machine builders in Germany, US, Brazil

International manufacturer of hair care products

Producer of hair care products

Consulting company supporting mid sized firms focussed on reorganisation of value streams; part of TÜV Rheinland Group offering testing and homologation services

Automotive supply division, diesel injection equipment