Expertise is the basis of all success. We have been putting our expertise to the test and constantly adding to it in our exacting work for and with our clients over the years. Production excellence and all issues relating to lean manufacturing and lean business are what we specialise in.

We offer our support in different functional areas to match the management tasks your company is facing. The typical challenges in each functional area are outlined in brief below:

• Operations restructuring: The competitive environment and the markets are changing. Legacy structures are no longer suitable for the business of today and lack efficiency.
• Production offshoring: You want to produce your products close to new markets. You already have your eye on a new location. You want to optimise your production factors.
• Global manufacturing footprint: You plan to give your production operations a global orientation. You want to establish multi-plant manufacturing. You already have numerous international plants but their structures are not in the optimal alignment.
• Process optimisation: Your company's processes are complex and inflexible. Quality varies and your reaction to customer requirements is too slow. The real proportion of value addition in your processes is low.
• Productivity programmes: You are struggling with excessive manufacturing costs or are finding it hard to stay on-budget. You are trailing behind the competition. You have a productivity advantage you want to keep or extend.
• Coaching for Operations Managers: You have good managers and you want to develop them so that they internalise and drive a culture of change and excellence within your company.
• Production start-ups: You have resource bottlenecks during start-up. Your start-ups are time-critical and not sufficiently stable. Your product has not yet reached the necessary maturity level.
• Project and implementation management: You have good ideas but you don't have the staff capacity to put them into practice. Attempted improvements regularly meet with internal resistance because your people think in terms of problems instead of solutions. Projects do not lead to (sufficiently) measurable results.
• Increasing throughput: You operate successfully in the market but your factory does not produce sufficient output. You are unable to find new skilled employees. You want to avoid new investments in plant and equipment, new factories or warehouses.
• Supplier performance: You want your suppliers to be just as efficient as you are. You are increasing your purchasing ratio and/or internationalizing your supplier base.
• Lean transformation and implementation: You are annoyed by activities within your company that fail to add any value and are convinced that considerable potential is lying dormant. You want to start a lean initiative and need support.