The owners of the business wanted to use the process of due diligence as a tool for other due diligence disciplines. This was undertaken in three parts. The motivation was to see how the business’s supply chain could be secured thereby strengthening the position of the business on the market.
The first part of the process established and implemented a preliminary strategy, structure and organisation in the business.
The second part identified attractive synergies in the event of an eventual merger between two companies. The focus was on delivering an improved price structure and quality in black and stainless steel for system constructors.
After the acquisition of sound enterprises the third element then came into play as to how the two businesses were to grow in a comparatively stagnant market.
For further information, contact us at:
(+45) 29 26 65 09 – [email protected]
Our client is a Danish project business which designs, constructs and supplies exhaust and pipe systems, modules and tanks as well as steel constructions for the nuclear, marine and off-shore industries.
The business was composed of 13 personnel with a production capability in Poland and a turnover of slightly under 40m DKK. In 2016 the business acquired the sound activities of a Danish metal production company. Today, the company’s Danish business comprises a total of 45 employees with a turnover of approximately 70m DKK.
THE BOTTOM LINE
The board and production management sat down to undertake a verification and validation process. The aim was to determine possible structural areas of growth within the business and furthermore to create increased focus on the bottom line.
After reviewing production lines, stock and planning, a development process was established to fulfil estimated potential.
The plan was split up and built in stages. The motivation was that work should be focused on each stage. Each stage underwent a test to determine if the results were on course to meet expectations.
After this an implementation process was undertaken on each of the target areas. The procedure gave management and owners a good starting point in order to assess the impact of the measures being taken.
For further information, contact us at:
(+45) 29 26 65 09 – [email protected]
Our client is a medium-sized Danish foodstuffs business who supply ”to go” products which the customer can take with them on route during their busy day. The organisation has previously undertaken improvements in production and sought input as to how productivity could be further increased to achieve the desired future growth in sales.
Directors and management were aware of unfulfilled potential and they needed the capacity to analyse, identify concrete projects and to implement them.
THE BOTTOM LINE
The board and management wanted a process with the focus on strategy rollout. The aim was to get answers as to why there were so many problems on a daily basis with stressed employees and a general deficiency in the comprehensive view on capacity and stock levels.
The project took as its starting point the owner’s vision of the future of the business as he approached retirement age. Together the sales and production teams identified the business processes. Furthermore, clients, competitors and the overall business performance were analysed. A new vision and growth strategy were formulated based on opportunities and threats. With the priority aim and plan in mind for the coming three years, the first step was to change the organisation. Working together, the board, management and employees identified areas and processes which were to be altered and these were approved and implemented.
For further information, contact us at:
(+45) 29 26 65 09 – [email protected]
Our client is a smaller Danish service and production business who leases and supplies site huts and pavilions in basic and system modules for, amongst other things, accommodation, portakabins, construction sites and refugee camps both within Denmark and abroad.
The business has been family-managed for two generations and now the owner is considering his own and the company’s future. The management wants to strengthen their position on the market which is predicted to be consolidated over the coming years. It was necessary to sketch how strategies and goals could look as well as establishing an action plan.
THE BOTTOM LINE
In cooperation with management, optimisation of the packaging process was selected. The task was organised with product specialists, laboratories, development and production on board. As its starting point this collaboration took selected logged process data.
Critical process parameters were identified and with statistical access certain irregularities were found in production. These were deviations in monitoring equipment and used raw materials. Furthermore a pattern was found in process line operations which indicated deviations between different teams.
For further information, contact us at:
(+45) 29 26 65 09 – [email protected]
Our client is a medium sized Danish production business and key player on the food packaging market. The business experienced considerable deviations in respect of quality which had been highlighted by a customer in one of the Nordic countries who didn’t want to take delivery of a consignment worth millions. The business, which is very knowledge-intensive, worked with these deviations over a long period of time.
THE BOTTOM LINE
New factory management wanted to incorporate more visual checks in production. Data sources were based on existing entries and were organised in clear images. ‘Board meetings’ were set up and greater responsibility was delegated to the operators.
Their task now entailed reviewing and organising production activities within order settlement and problem solving. As part of the implementation, management and operators got together. This created a necessary focus on the most important production tasks. It was important for the management to involve and organise the process operators. Their input was decisive in being able to make better use of the line’s capacity.
For further information, contact us at:
(+45) 29 26 65 09 – [email protected]
Our client is a global supplier of protein for the food industry. The business, which is process heavy, has just taken on new owners in the form of a large private equity fund. They desire significant development of the business and a strong growth in sales. They also wanted to see a substantial increase in production. The company and its owners are working on increasing productivity and have started working on this area.
THE BOTTOM LINE
Management chose to plan and undertake a reallocation in two phases. First there was a need to create space in the western factory. 70 jobs would be altered significantly to free up 1,000 square metres of space.
After that the eastern factory would be wound down, relocated and set in operation. The project process was organised with 17 subordinate part-projects. Order settlements and contact with allocated resources from all the teams and communication with clients was decisive. The procedure ensured that the project team and operating staff would be happy with the task.
The overall management was undertaken in collaboration with the boards and management teams from both factories. This ensured that both clients, management and employees became a dedicated team.
The steering group ensured consensus and progress. Project teams undertook analyses, layouts and system tests on stock, production and logistics along with future operators and supervisors before and during installation and start-up.
For further information, contact us at:
(+45) 29 26 65 09 – [email protected]
A large international concern which is a market leader within cooling, heating and fluid management, took a strategic initiative to relocate a minor but important production activity with a large turnover. The factory was to move from east to west Denmark. The motivation was to create a stronger business platform. The aim was to be more competitive in a particular product group. Likewise through a more robust supply chain to increase growth.
THE BOTTOM LINE
After a recent factory relocation, the board and management made the decision to instigate a necessary integration process. A review of business processes showed a need for changes in important areas. These involved a transition from two ERP systems to one, re-route order processes from the production centre to the distribution centre. Also to centralise and simplify quality and internal logistic processes. Furthermore, a transition management team was established with the recruitment and training of 80% new colleagues within a few months.
It was vital for sales to maintain supply capabilities therefore commitment and momentum had to be in evidence from day one.
In collaboration with the management group and transition management team both an anchoring and decision making capability was established as well as an ability to handle difficult situations which required integration.
For further information, contact us at:
(+45) 29 26 65 09 – [email protected]
A large international business which is a market leader within fluid management made the decision to integrate a smaller but nonetheless important production enterprise. The motivation was to create economic synergies amounting to a value of 25m DKK over a number of years. The business platform was established so that both product and supply chain had the potential to increase its competitive edge from year one.
THE BOTTOM LINE
The transformation process had been underway for three years with the purchase and implementation of ten ”state of the art” filling lines.
Gradually, as the new fully-automatic filling lines were installed, a growing problem was observed. The efficiency of the line was falling in relation to previous mechanical lines. Therefore, senior and development managements decided to undertake a verification of the whole system to understand the challenges facing them. It turned out that there was also a great need to transform the employees’ way of thinking and habits, logistical processes and organisation on all of the lines respectively in order for the project to be fully efficient and to be able to recover lost repayment time.
The project process was split into three phases. Proof of Concept, Proof of Business and Proof of Scale. Training systems, training and organisational adjustments were implemented from dairy manager down to operator. 116 employees in all.
For further information, contact us at:
(+45) 29 26 65 09 – [email protected]
Our client is a large international concern within the foodstuffs sector who deliver dairy products. A few years previously, the business had taken an important strategic decision to undertake its greatest transformation on a Swedish dairy. The motivation was to increase its geographic presence and competitiveness within the Nordic countries. But it was also to comply with a fast growing development in technology from mechanical to automatic filling lines.
THE BOTTOM LINE
Capacity expansion plans had been going on for 2 years with internal recommendations to invest in a new 10,000 square metre warehouse. In the first phase, the client sought verification on two important regional warehouses.
It was recommended externally to postpone investment in additional storage capacity for at least two years. Analysis showed that reduced turnover over the previous 7 years in several areas had created a need for more capital in the business. Therefore consolidation would be a better solution and the second phase was set in motion.
Thorough preliminary analysis it illustrated that it could be simplified in several areas. These were within order and purchase processes, transport and logistical processes and an adjustment in the form of organisation in all areas both centrally and locally.
In the third phase, a project was undertaken with a design on solution options and a development process with a potential to save 50m DKK.
For further information, contact us at:
(+45) 29 26 65 09 – [email protected]
Our client is a large German international enterprise dealing in systems for the construction industry. As a new CEO came on board a new strategy was launched with the focus on, amongst other things, simplification and to increase income. At the same time, there was a central investment desire to expand and incorporate greater storage capacity in Germany. The Vice Chairman for the business area had a gut feeling and wanted this requirement to be confirmed.
THE BOTTOM LINE
In collaboration with the director, strategy and tasks were reviewed. 9 industry 4.0 focus areas were designated as benchmarks in which current and potential focus areas were selected and mapped The management gained insight into where they were on the 4.0 journey, as well as the areas of focus that best hit strategic direction The focus was “use of data”, establishment of daily organization around OEE / stop time as well as a project organization that enabled larger projects to be staffed and implemented. For more information, contact us at:
(+45) 29 26 65 09 – [email protected]
The customer is a medium-sized Danish subcontracting company in the supply of turned and machined metal components for the transport and fiber industry, for example. Several strategic issues were identified in connection with a growth scenario. The focus on profitability and machine utilization were central. The curiosity about how Industry 4.0 would affect the company was therefore great. For a long time, there was a desire to establish a solid platform for OEE data registrations in the machinery and its organization.
THE BOTTOM LINE
In the initial phase, it became critical to have both Danish, German and Chinese communication lines established. The purpose was to create a ‘Mission statement’ as stakeholders approved. Furthermore, establishing a master plan that utilized process optimization and created the basis for a ‘Facility design’ for the new location. The Chinese project team performed location analysis in daily coordination with the head office. Various factory sites were validated based on a set of important weighting criteria that adhered to the strategic direction and created awareness of impacts within budgets and relocation scenarios.
For further information, contact us at:
(+45) 29 26 65 09 – [email protected]
In the initial phase, it became critical to have both Danish, German and Chinese communication lines established. The purpose was to create a ‘Mission statement’ as stakeholders approved. Furthermore, establishing a master plan that utilized process optimization and created the basis for a ‘Facility design’ for the new location. The Chinese project team performed location analysis in daily coordination with the head office. Various factory sites were validated based on a set of important weighting criteria that adhered to the strategic direction and created awareness of impacts within budgets and relocation scenarios.
THE BOTTOM LINE
In cooperation with the capital fund, the Executive Board and the contractor, the program management was appointed PDP. The task was to facilitate and coordinate operational installations, relocation and installation of the administration, production and warehouse. It was crucial for the day-to-day management that there was close coordination for both order execution and relocation. Thus deliveries to customers could be made without stopping. Several work teams were established to run the tasks. For example. layout planning, flooring, cranes, machine relocation, warehousing, planning activities before, during and after installations and supplier coordination, etc. After 8 months, a project team was also built strong enough to independently continue as a “team” in a stabilization phase.
For further information, contact us at:
(+45) 29 26 65 09 – [email protected]
Our customer is a large Danish manufacturer of printing machines with export to an international market The customer stood with several strategic initiatives both commercially, productively and operationally. The construction of a factory set a sharp deadline for physically moving and shutting down locations. It was the first time the organization had to try a large-scale relocation. Therefore, it was crucial for the client to get the responsibility around the move concentrated with experienced consultants who had tried it before, be able to show the way and gain confidence in the day-to-day management for the task to be lifted.
THE BOTTOM LINE
