Examples and Impact

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Objective - Improve NA supply chain and manufacturing network to achieve breakthrough EBITDA improvement 

Actions  

• Define cost improvement scenarios, and align on roadmap, impact, and plans to attain impact
• Develop execution capability - organization, structure, and processes 
• Execute short term actions / plant consolidations to attain first improvement and develop execution team capability
• Execute long term transfers and improvements
• Develop Mexico low-cost capability by establishing Maquiladora (including site selection through build, "shelter" structure, hands-on leadership of first production transfers to new site)

Results

• $20M annual EBITDA improvement
• Improved production flexibility and reduced overhead costs
• Foundation for further improvement

Objective - 

• Quickly restart project execution that had experienced months-long delay 

Actions  

• Gain understanding of status and redefine / recast execution (roles and responsibilities, scope, and risk areas)
• Build teams project management skills to create more robust action plans, resolve execution issues, and coordinate between teams
• Create structure and cadence for individual teams and overall effort

Results

• Projected implementation delay reduced by 2-3 months
• Project cadence in place to elevate issues needing leadership assistance 
• Production transfer preparation complete and transfers in process

Objective - 

• Transform five independent global business units into a unified division with one strategy and execution system. 
• Growth and improved profitability leveraging global capability 

Actions  

• Gather current state and align with leaders on one global manufacturing strategy and execution roadmap 
• Build business structure and execute transfers of information, design and commercial info
• Transfer production and supply chain between sites, within US facilities, and between US, EU, and China locations

Results

• Enhanced local market offering in Asia, EU and US 
• Grew sales in EU and US through utilizing global production
• Margin improvement through low-cost region production

Objective - Transition from high overhead low-tech solution to newer, asset-light solution

Actions

• Investigate and scenario plan multiple options
• Engage entire team on cross-organization implementation plan
• Low-volume testing and adjustment
• Full implementation - technical, supply chain, and production scheduling

Results

• 25% margin improvement
• Floorspace usage reduced by 200k sq-ft
• Enabled more flexible workforce
• Reduced production risk from outdated technology and special operator and maintenance skills

Objective - Reduce overhead and improve asset utilization during economic downturn

Actions

• Investigate processes at 4 plants
• Design new plant facility (location, layout, supply chain, and workforce requirements)
• Lead production transfer across 4 plants being consolidated
• Optimize new plant after production moves complete

Results

• $5M EBITDA improvement
• 50% floorspace reduction

Objective - Define and establish two key processes needed for alignment in the business (SIOP and Program Management) as to improving execution in established family-owned business

Actions

• Gather information (anecdotal and fact-based) on current state execution
• Define most appropriate and simple processes to implement
• Align with and train teams, and kick-off new processes

Results

• SIOP - establish 90%+ forecast accuracy within 4 months of kick-off
• Program management - overall compliance and execution tracking within 3 months