Industry: Manufacturing

Revenue: $300 Million

Employees: 500

Situation

  • Family-owned business, with Private Equity minority shareholder
  • Global supplier of air care and household cleaning products
  • Seeking optimized operational flexibility and productivity to sustain accelerated growth
  • Required immediate net cash generation to pay for productivity investments

What We Did

  • Aligned on buy/sell theses and “100 day” plan
  • Conducted leadership assessment at Mexico site and re-org of key function teams
  • Conducted initial pilots to validate hypotheses
  • Re-balanced work with best practices from pilots
  • Put in place inventory reduction action items, process improvements, and technology enhancements
  • Developed employee training material for staff flexibility across operation
  • Launched customized “production system”
  • Established financial metrics dashboard
  • Set-up execution control tower for daily, weekly, monthly progress tracking
  • Served as interim management – hired new business leader and direct managers
  • Results achieved within “100 days” plan timeline
  • Best practices from Mexico pilot applied across new sites in China, Bulgaria, and Italy

Outcome

10

Compound annual revenue growth since 2008

33

Reduction in cost per unit

20

Eduction in inventory value

Results achieved within “100 days” plan timeline

Best practices from Mexico pilot applied across new sites in China, Bulgaria, and Italy