Reduce Total Costs: A large, high-speed injection-molding plastics manufacturer had grown through acquisitions resulting in inconsistent operating processes. The CEO wanted to reduce total costs while improving delivery capabilities through plant consolidation, supply chain redesign and footprint reduction.
Cost Reduction Initiative: The CEO of a medical device manufacturer implemented a cost reduction initiative to combat squeezed margins through internal lean working teams. However, he soon realized the initiative could not actually deliver the savings it had targeted.
Improve Plant Operations: After a series of acquisitions, economic activity had slowed down. In addition, many of the product lines and facilities acquired during the preceding years had not been optimally integrated.
Increasing Productivity and Efficiency: Client had concerns about the management and cost structure of the (R&D) research and development department. There was no project related cost planning or control, which was damaging margins. A very large amount of internal initiatives such as OTP (order to payment process) were on-going within the R&D as they needed to reduce costs by about 15%.
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