Practical examples - Food

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.

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.

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.

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 to ‘the shop floor’.