Starting point
The company already had production, a market and customers. The growth potential was inside the business, constrained by productivity, process quality and the management system.
Business challenge
Substantially improve the company’s efficiency: increase output and financial performance, improve quality and control without simply adding headcount.
- company management
- production processes
- equipment utilisation
- product quality
- management data
- internal standards
- labour productivity
What I did
I rebuilt the management approach and key production processes. ERP, ISO and Lean tools were implemented and developed, while management accounting and KPI control were systematised.
A major focus was equipment utilisation, loss reduction and quality. The goal was to generate growth primarily through better use of existing resources.
Result
The company produced substantially more with the same headcount and significantly improved its financial performance.
revenue growth. Output increased 1.8x without additional headcount, while defects fell by more than five times.
Next stage: sale of the business
After the target operational and financial performance was achieved, the owner set the next objective: prepare the company for sale. The business was brought to a state where it could be presented as a working, manageable industrial asset, and the transaction was completed.
What was built
The project created a more efficient and manageable company and then delivered the owner’s final strategic objective: sale of the business.