Take your business to a higher level
through analysing your business’s strengths, weaknesses, opportunities and implementing sustainable new ways of working
Take your business to a higher level
through analysing your business’s strengths, weaknesses, opportunities and implementing sustainable new ways of working
RESULTS & CASE STUDIES
RESULTS & CASE STUDIES
Typical results
Typical results
Productivity
10 to 40% increase
Production volume
15 to 100% increase per unit produced
Productivity
10 to 40% increase
Production volume
15 to 100% increase per unit produced
Employees
5 to 30% reduction (at same or higher production volume)
Raw materials
1 to 15% reduction (per unit produced)
Employees
5 to 30% reduction (at same or higher production volume)
Raw materials
1 to 15% reduction (per unit produced)
Energy
Reduction of electricity and gas by 5 to 20% (per unit)
Quality
Predictable, stable and higher product quality
Energy
Reduction of electricity and gas by 5 to 20% (per unit)
Quality
Predictable, stable and higher product quality
Waste
Less waste of raw materials, semi-finished goods, packaging etc
Delivery reliability
Better control of quantity/timing of product supply
Waste
Less waste of raw materials, semi-finished goods, packaging etc
Delivery reliability
Better control of quantity/timing of product supply
PROJECT RESULTS
PROJECT RESULTS
Itella (ex National Logistics Company, warehousing & transport, Russia)
Annualised savings of € 3,100,000. Reduction of indirect emplyees (mostly administrative and security) by 12%. Headcount reduced by 176 FTE, plus 20 FTE overtime reduction in Security. Streamlined organisation, transparant to headquarters in Helsinki.
Itella (ex National Logistics Company, warehousing & transport, Russia)
Annualised savings of € 3,100,000. Reduction of indirect emplyees (mostly administrative and security) by 12%. Headcount reduced by 176 FTE, plus 20 FTE overtime reduction in Security. Streamlined organisation, transparant to headquarters in Helsinki.
Ukrainian Kaolin Company (mining & processing, Ukraine)
Annualised improvements of € 8,000,000. Company profitable after 4 months (first time in 20 years). Quality improved, so export to Western European became possible. Transparancy for group headquarters in Germany. Staff from 474 to 372. Productivity +40%.
Ukrainian Kaolin Company (mining & processing, Ukraine)
Annualised improvements of € 8,000,000. Company profitable after 4 months (first time in 20 years). Quality improved, so export to Western European became possible. Transparancy for group headquarters in Germany. Staff from 474 to 372. Productivity +40%.
Heijmans (road building, Netherlands)
Regional director: “After your project, costs were structurally lowered. I was able to offer at much lower prices, winning a tender for a € 65,000,000 project”.
Heijmans (road building, Netherlands)
Regional director: “After your project, costs were structurally lowered. I was able to offer at much lower prices, winning a tender for a € 65,000,000 project”.
Telekomunikacja Polska (former state telecom, Poland)
Number 3 of company: “We have many projects, but yours was special. You restored interfaces between commercial and technical divisions that were broken during the McKinsey restructuring”.
Telekomunikacja Polska (former state telecom, Poland)
Number 3 of company: “We have many projects, but yours was special. You restored interfaces between commercial and technical divisions that were broken during the McKinsey restructuring”.
Predictable, stable and higher product quality
Predictable, stable and higher product quality
ANALYSING RESULTS
ANALYSING RESULTS
United Confectioners (chocolate production, Russia)
One-man analysis. Developed and agreed improvement plans with the management of the factories in Moscow, Nizhny Novgorod, and Voronezh. Presented project proposal with expected savings of 22 million RUR at 45K euro cost (ROI 600%).
United Confectioners (chocolate production, Russia)
One-man analysis. Developed and agreed improvement plans with the management of the factories in Moscow, Nizhny Novgorod, and Voronezh. Presented project proposal with expected savings of 22 million RUR at 45K euro cost (ROI 600%).
Avocet (goldmining, Burkina Faso)
Documented that the monthly 12 hour shutdown of processing plant could be reduced by 5 hours.
FrieslandCampina (food processing, Netherlands)
Documented that a 30 million euro investment could be avoided with minor investments and organisational improvement.
Océ (photo copiers, United States)
Documented a yearly $120,000 improvement potential in the Accounts Payables department.
Océ (photo copiers, United States)
Documented a yearly $120,000 improvement potential in the Accounts Payables department.
INTERIM MANAGEMENT
INTERIM MANAGEMENT
Worked in Ukraine for 2,5 years, restructuring a mine and two processing plants. Company was bleeding money for many years, returned to profitability in three months. After after the 9th month the consulting project the German owners asked me to become interim general manager. Responsible for all Ukrainian business, including sales, investments, product development, HR, operations, and finance.
Reduced staff from 474 to 322 employees, increasing output by 50% and quality so that export to Western Europe became possible. Received prize for “best cooperation with trade union 2009”. Kept the company profitable during world financial crisis (sales dropped 50% October to November 2008), increasing salaries by 20%. Handed over to upgraded local management in 2010.
Worked in Ukraine for 2,5 years, restructuring a mine and two processing plants. Company was bleeding money for many years, returned to profitability in three months. After after the 9th month the consulting project the German owners asked me to become interim general manager. Responsible for all Ukrainian business, including sales, investments, product development, HR, operations, and finance.
Reduced staff from 474 to 322 employees, increasing output by 50% and quality so that export to Western Europe became possible. Received prize for “best cooperation with trade union 2009”. Kept the company profitable during world financial crisis (sales dropped 50% October to November 2008), increasing salaries by 20%. Handed over to upgraded local management in 2010.
