As much as necessary –
as little as possible!

Ein großes deutsches Familienunternehmen, Zulieferer der Automobilindustrie und weltweit an 19 Standorten vertreten, sorgte sich um seine amerikanische Tochtergesellschaft: Absatzeinbrüche, Qualitäts- und Lieferprobleme, zuletzt Verlust in hoher Millionenhöhe. Die dortige Geschäftsführung war ihrer Aufgabe offensichtlich nicht gewachsen.

A German supplier was planning a new factory in Mexico, and dispatched an engineer across the Atlantic to manage the project. We were brought in as a business partner. The business brief ranged from procurement, via logistics and IT, to controlling/finance. However, the greatest difficulty was the Mexicans’ very different …

A medium-sized mechanical engineering company, 200 employees, brought us in to implement cost-cutting measures. Our analysis identified the main problem: the products were too expensive. We proposed reducing the cost of the products by means of target costing …

Satisfied customers, successfully completed projects – the engineering manager of a plant engineering company had a reputation for doing a good job. The figures were all the more sobering once we had introduced a functioning project controlling system …

The processes in industrial companies are often very complex – and it is all too easy to lose sight of the big picture. A typical example: a chemical complex, where the profitable manufacturing of gas marine engines had for years concealed losses in other sectors …

Disorderly and neglected, finished and half-finished products were strewn all around the factory site: impossible to deliver quality in such conditions! This was a Brazilian manufacturer of automotive safety components …