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Business Consultancy

Interim Management

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

On this page you will find various practical examples arranged by function.

Click on one of the categories mentioned below.

 

 

 

 

Practical examples - Strategy

 

Development of sustainability policy and reporting for an international drinks company.

Increasing pressure from consumers and shareholders demanded clarity about the companies ‘does and dont’s’ and tangible initiatives to increase sustainability.

After a broad orientation and many discussions on various levels worldwide, company values, behavior and sustainability ambitions were formulated. Local training and discussions resulted in practical translation into ‘the shop floor’.

 

Facilitating a large-scale transformation process of a sweets producing multinational.

Major delays in realisation of 20 major projects, which were supposed to result in EURO 90M value creation within 5 years.

By aligning stakeholders, bringing focus and introducing structured decision-making processes, 20 strategic commercial and supply chain initiatives were ‘put back on the rails’ in 7 countries and 14 factories.  

 

Strategic re-orientation of a poorly performing paint factory.

Strong competition and an uncompetitive cost basis endangered the continuity of two major product lines.

Stringent cost control and refocusing sales and R&D (on the product line operating in a growth market) recovered the unhealthy situation.  

 

Strategic planning for management buy-ins/buy outs for various (medical) SME’s.

Change of management / ownership demanded renewed focus and valuation of the company.

Support was given to develop an up to date strategic plan with a clear proposition, focus and financial prognoses. This formed the basis for a successful transfer of business, in terms of management roles as well as commercial deal.  

 

Strategic planning for introduction at the stock market of a bio-medic company.

A young, fast growing bio-medic company prepared for stock market introduction.

Support was given to map, plan, develop and implement key business processes (i.e. financial - and personnel systems).  

 

Change management at various SME / family run businesses.

Unclear roles, patriarchal leadership and aging personnel often formed the basis of change resistance.

Joint vision development within the Management Team (MT) as well as communicating the plan widely created the required support. By structuring working processes and organisation and provide training in personal development and teamwork, cultural changes became feasible.

 

Training in leadership, management skills, personal effectiveness and teamwork.

 

 

Practical examples - Marketing & Sales

 

Stimulating the use of bio-diesel for truck transportation in order to reduce CO2.

A critical mass of petrol stations, truck companies, as well as truck dealers was required to get this project going. Question marks around sustainability of bio-diesel had to be addressed.

A large scale pilot was organized through collaboration between a bio-diesel producer, petrol stations, truck companies, car dealers and a major city to use bio-diesel (from waste material) for a minimum of 2 years. It attracted much media attention (national TV, radio, newspapers).  

 

Positioning of a biologically degradable plastic.

A new Business Unit wanted to introduce her unique product effectively into the market.

Customer panels were used to test market and applications potential, communication and pricing. On this basis a focused market approach and promotion strategy was developed. 

 

Increase in effectiveness of the sales organisation within a packaging multinational.

A packaging multinational needed help to accelerate their international business development.

An international project team was set up to create support. By analysing customer requirements and - profitability, the sales organisation could effectively develop its most attractive market (segment)s.  

 

Optimising demand and supply of a fast growing pharmaceutical multinational.

Because of new product introductions business complexity increased dramatically.

Differences between Commerce and Supply were bridged. The explosion of product variations was channelled through multifunctional communication and decision making processes. Internal processes and organization were altered to increase service levels.  

 

 

Practical examples - R&D and Engineering

 

New product process development of a packaging multinational.

Lack of market lead product development endangered the companies’ market leadership

Market needs and business potential were researched. Based on this research a new generation of industrial packaging was developed and introduced into the market.

 

Introduction of project management at a confectionary producer in China was key to reliably improve the time to market.

New product introductions and increasing pressure on labor costs required a new look on organization to serve its international market successfully

Time to market has been improved by understanding the dependencies in the value chain, creating multidisciplinary teams and prompt decision making. A start has been made to increase packaging automatisation.

 

Increasing innovation at a prominent international bank.

The existing company culture and – structure hindered both the creativity and the decisiveness to grasp business opportunities.

Innovation power within the company was greatly improved by creating a separate innovation function, organizing workshops and coaching project teams in translating ideas to viable Business Cases.  

 

New product development for a service organisation.

A service organisation requested support to professionalize their service offering.

Based on market research, a vision was developed about the potential and role of the ‘matching’ organization. Subsequent business approach and communication plans were written to ‘match’ business employees with voluntary organizations.

 

 

Practical examples - Procurement and Logistics  

 

Supply Chain consultancy for a global manufacturer of plastic hoses (with 9 factories worldwide, including China, Mexico and Eastern-Europe).

Need for strategic re-orientation, because customers were moving to low cost countries and raw material costs were fluctuating heavily.

By working closely together with Product Development (modular design), Sales (focus on profitable customers), Finance (transparency of cost prices and profit margins) and Production (managing complexity, introduction best practises), a solid basis was made for the Supply Chain to run efficiently.  

 

Departmental management of a Japanese multinational of diesel motors.

After two years the Supply department was adrift because of lack of management.

People development, professionalizing supply processes and strongly improved cooperation within the supply chain resulted in increased productivity, improved customer service levels and renewed ISO-accreditation.  

 

Introduction of a new procurement strategy within a chemical company.

The traditional procurement department suffered from high working pressure and insufficient focus.

By simplifying administrative processes, time was freed up to focus on cost and risk management. This included increasing supplier partnerships, - service levels and joint product development.  

 

Increasing supply chain efficiency for the largest newspaper publisher in The Netherlands.

Ambitious growth objectives demanded improvement in quality and reduced costs within the Supply Chain.

A savings potential of several million euro’s was identified by harmonisation of objectives between departments and introducing workable agreements, shared services and stock reductions. A decision making model and management info was developed to manage this change.  

 

Reducing logistic costs for an international publisher.

De-centralised Supply Chain management resulted in inefficiency and high costs.

Reducing over-specifications, re-routing logistic streams and bundling European procurement resulted in a logistics savings of 16% per year.  

 

 

Practical examples - Production & Health, Environment, Safety and Quality

 

Production management in a textile factory. Span of control: 360 FTE.

Production was lacking behind market growth (15%) and resulted at the worst point in a delivery reliability of less than 10% …

By focussing on activities that mattered and ‘doing what we promised’ scale up was accelerated and delivery performance was significantly improved.  The future was secured by creating a balance between short-term flexibility (flex workers, all rounders), investment (education and maintenance), cost control (due to productivity increase) and value creation (quality improvement, delivery performance).

 

Production management in a factory producing clinical and baby food. Span of control: 75 FTE.

Product innovations resulted in growth, but work floor behaviour required a culture change towards customer focus and delivering quality.

By introducing best working practises (i.e. OEE, HACCP-HON), as well as growth and development of operators, production increased by 7% within a year.

 

Optimising demand and supply of a fast growing pharmaceutical multinational.

Because of new product introductions business complexity increased dramatically.

Differences between Commerce and Supply were bridged. The explosion of product variations was channelled through multifunctional communication and decision making processes. Internal processes and organization were altered to increase service levels.

 

Productivity improvement of pharmacists by improved human - and machine interaction

A developer of robots for automatic medicine distribution, despite having a good product, was fazed with disappointed customers.

An improved lay out of the work floor, stock policy and other logistical processes, together with a clear organization structure, standardized working procedures and training of new staff resulted in a strongly improved productivity.

 

Doubling of capacity / 50% lead time reduction at a bio-medic research institute.

A yearly doubling of demand resulted in serious supply problems.

With the use of limited additional manpower, the organisation strongly improved their supply capability through customer alignment, process improvements and automation.  

 

Development of a waste management plan for a chemical multinational.

Environmental regulations stipulate such a plan every 4 years. In addition, industry has committed to reducing energy through the MEE/MJA Plans.

Data has been analysed; interviews and brainstorm sessions are held with internal experts. Based on the insights, a concrete plan has been developed, defining the companies starting point, improvement potential and (financial and technical) viability.  

 

Improving efficiency in the process industry by loop control in order to:

1) improve quality and safety

2) reduce material-, production- and energy costs

3) debottleneck capacity and reduce throughput times

1) Objective of a chemical factory was to reduce flaring with 50%.

Defining the point zero proved to be difficult: there was no visible flame, nor a flow meter. Using a methodical approach showed that flaring hardly happened during normal operation.

2) Objective of a chemical factory was to increase reliability of production.

Using simple statistics and dynamic modelling proved that cooling water could function as well at 15 degrees °C lower temperatures. This resulted in energy reduction, less trips and quicker start up after show downs.

3) Objective of a chemical factory was to reduce energy costs, without investments, by

10%.

Using the same approach the temperature of 3 ovens was reduced, without jeopardizing the output. Pay back times of 3 months were achieved.

4) 20% energy savings realized at a textile manufacturer.

By reducing the openings of the ovens and heat conversion 20% energy has been saved with a payback time of less than years. Installation of a process control system and moisture meter is likely to result in further process control and optimization. See article Validatiemeting warmtevraagbeperking in de textielindustrie.

5) Improved quality control at a paper manufacturer.

General processes control recommendentions included translation of objectives in KPI’s and KOP’s, as well as standardization of work methods through SOP’s and OCAP’s. 20% variation in steam usage can be explained by (undesirable) process variations (10-15%) and changes in outside temperatures (5-10%). For more information see article Operationele procesbeheersing papier en kartonindustrie.

6) Energy saving potential in the ceramic industry .

Energy saving potential has been identified at two brick producers, being: 1)  optimizing airflow in the oven (5%), 2) local heat recycling (10-20%), 3) isolation (5-10%) and 4) optimizing process loop controls (5-10%). For more info see article Warmtevraagbeperking in de keramische industrie.

7) Energy savings at a concrete manufacturer.

Gas saving potential has been identified through process modeling and simulation. Main areas of improvement identified are: 1) improved raw material management (pre-drying), 2) introduction of a feed forward and feed backward loop control based on moisture meters before and after drying. For more info see article Energiebesparing in de cementindustrie.  

 

Theoretical and practical training in Loop Control, aimed at the process industry.