Our client was facing tough times with a declining sales outlook, the recent loss of a key account, cultural integration issues resulting from a series of M&A activity and an ambitious corporate strategy to double profits in 5 years.

We started by working with the leadership team to develop the vision and values and then helped them to create the transformation map which would enable them to achieve their vision.  We continued to work with the top team on a leadership development programme whilst also running a change management programme with factory floor managers and workers.   We worked with our client team to apply lean efficiency techniques to all the main manufacturing processes and to apply innovation techniques to key customer account processes.  We also worked with them to redesign the organisation structure and incorporate two separate manufacturing sites into one business.

Operational performance improved significantly: On Time In Full (OTIF) delivery improved from 28% to 84% within four months.  The key account was regained, the two manufacturing sites were integrated into one business with a strong aligned leadership team supported by an internal network of change champions. In very difficult trading circumstances the business minimised losses to just below break-even rather than the £30m losses previously predicted.