Group50® consultants have done hundreds of major projects during their careers and as consultants for many large and small companies. In the list below, click on the category headline to see examples of projects we have done.
Alignment
Integration
Optimization
- Continuous Improvement
- Financial and Operational Turnaround
- Cost Improvement
- Business Process Re-engineering
Projects
Strategy
- Developed a manufacturing and distribution strategy for a medical device company that included both in-sourcing and out-sourcing.
- Created a strategy for a medical device company to increase their production 50 fold designing a cellular approach that allowed them to easily move production capacity around the world.
- Facilitated a multiday meeting with a $250M publicly traded company to define their 3 year strategic plan objectives
- As interim CEO Automated Wheel Finishers, a manufacturer of complex finishing systems for automotive wheels. Recruited by the board to do business development, and complete analysis of the technology of the company.
- Executive Chairman with Pankl Aerospace, a manufacturer of rotating flight safety parts. Engaged by corporate parent to work with management team to implement best practices and significantly improve the performance of the supply chain.
- Board member with Green Wireless Systems, a wireless technology company for the irrigation industry. Worked with the company to develop their go-to-market plans and funding strategies.
- Developed a business plan and operational system for a Business to Business Peer network called The Global Leaders. Provided business development expertise and product/services road map.
- Completed a business review of a $30M precision machining Aerospace company
- Strategic Supply chain review for the U.S. Postal Service. Created and delivered a 3 day Cost and Price Analysis
- Working with a medical device manufacturer developing and implementing a long term organization strategy, new processes and a redesign of their supply chain to enable them to successfully navigate significant growth
- Worked with a polystyrene recycling company to develop its business plan and start-up strategy
Surveys
- Implemented a survey of a marketing and sales organization to understand the the Voice of the Customer for a medical device company,
- Surveyed employees from 9 countries for a client to facilitate understanding of employee mindset, cultural traits and management effectiveness
- Developed a fully automated 360° evaluation tool
- Developed learning maps for the supply chain members of the US Postal
Service with a focus on the required skills to be a career professional, manager and senior executive. See article for more information on the utilization of learning maps to grow your future leaders, click here.
- Implemented a performance management system as a business strategy for a publicly traded company, utilizing the approach as outlined in our article: Performance Management As A Business Strategy
- Organizational review for a multi-plant bakery and summary performance reviews of each plant and their operations
- Implemented performance management systems in the following industries Software, hi-tech, CPA, Insurance, Franchises, Asset Management
- Coaching senior executives on how to successfully navigate significant growth and organizational development
Integrating Acquired Companies
- Integrated the acquisition of two product companies into a parent, realigning sales, marketing, pricing, manufacturing and distribution.
- Integrated the acquisition of 3 household products companies into the manufacturing and distribution channels of Sunbeam
- At Qwest Communications integrated all management reporting, forecasting and budgeting for two major acquisitions
- At GE, integrated asset portfolio and ensured cash processes were secured and operational on day 1
- Created a manufacturing strategic plan for a medical device company to significantly increase their production of a needle free syringe to over 100MM units per year, which included domestic and off shore programs.
- Led Sunbeam’s rationalization project, reducing the number of distribution and manufacturing facilities from 26 to 14
- Planned and executed the move of Black & Decker’s US based appliance manufacturing operations to China and Mexico
- Consolidated 3 plants into a greenfield site for a private equity group. Developed project management schedule, line layouts, rationalization of product lines and machining/assembly centers.
- Established a standalone Hong Kong Company, with engineering, quality assurance, program management and logistics functions, to manage the $70M/year S.E. Asian sourced products purchases for a large consumer product company’s North American markets.
- Directed a multi-site manufacturing transfer program, moving $170M/year of manufacturing volume from a consumer products U.S. facility to Mexican and Chinese operations – $24M project with estimated savings of $10M/year – completed on time and 7% under budget.
- Developed and implemented a contract manufacturing business plan, developing over $30M in annual sales for North American customers not experienced in SE Asian sourcing. Located and developed network of capable, cost competitive suppliers in SE Asia in areas of industrial and consumer durables, electronics, plastics, materials, toys, offering turn-key product development and program management of complex new projects, using proven engineering, development, and manufacturing partners.
- Led product development, sourcing, and program management activities for 22 new consumer products to be introduced in 2004/05. Working with domestic engineering, marketing, design, and suppliers in SE Asia, on track to successfully complete this $5M project.
- Developed and implemented a global new product management system to organize and manage over 300 new product development products at a consumer products company worth more than $200 M/year in incremental business.
- Created a manufacturing strategic plan for a medical device company to significantly increase their production of a needle free syringe to over 100MM units per year, which included domestic and off shore programs.
- Designed and implemented a green field plant in Malaysia for Black & Decker
- Designed and project managed the implementation of a new plant to manufacture safety razors in the Chzek Republic
- Reduced product lead times from over 100 weeks to less than 50 in an aerospace company and significantly improved the reliability of their supply chain.
- Project to review the performance of a plant for Bodycote, a worldwide heat treating company. Identified a series of changes implemented during the project which realized significant improvements in efficiency and customer service.
- Organizational review for a multi-plant bakery and summary performance reviews of each plant and their operations
- Led 5 Kaizen events in a OEM manufacturer realizing over $1M in annual savings, a significant reduction in working capital and move toward on demand production
- Led over 40 Kaizen events in a $400M manufacturing facility and was the one of three US training facilities for Shingijutsu
- Worked with Mexican, Far Eastern, European and US Operations introducing Kaizen and standardized push/pull inventory improving productivity over 20%
- Led over 20 Six Sigma projects in GE
- Certified over 100 Six Sigma blackbelts at GE
- Introduced ‘Kaizen’ lean manufacturing improvement processes at a consumer durable factory, reducing labor cost $850K, improving finished product quality by 50% and creating 23K square feet of manufacturing space for needed manufacturing expansion.
- Implemented a ‘lean manufacturing’ approach to an industrial product’s operation, allowing for management and consolidation of an aged New England plant. The consolidation and relocation of operations to North Carolina was completed without creating market or cost disruptions. Eliminated redundant costs of $1.7M.
- Developed ‘just in time’ delivery process to increase service levels to +98% on an expanded industrial products business (over 3000 SKU’s) by developing strategic kanban inventory and fast turnaround manufacturing processes.
- Implemented lean manufacturing processes at two different SE Asian manufacturing operations, achieving 15 – 20% yearly improvements in labor, and more than 5% annual cost savings.
Financial and Operational Restructuring
- Recovered 90% of lost schedule and $1.0M in overruns on a $10M product initiative
- Led the effort to turnaround an Aerospace company through process and supply chain redesign
- Restructured a $200M consumer product business in less than 18 months, realizing 15% improvement in profitability in the first year
- Financially restructured a consumer products company while keeping all of the original investors in the ownership structure
- Consolidated operations in a consumer products company to a single plant and new DC. Redirected its sales effort to retail, increasing sales 50% in that channel of distribution
- On a contract basis, stepped in to initiate a turnaround of a struggling $25M/year producer of residential and commercial heating systems. Within 3 months, had stabilized the business, moved toward breakeven, and started to reorganize the operation for the successor permanent manager.
- As general manager of this industrial products company, returned this $8M plant to profitability. Successfully negotiated first ever labor agreement, and reduced headcount by 20% to save over $600K costs.
- Took over as manager to improve performance of a multi-site European IT organization. In 15 months, rebuilt credibility with the general management, reduced costs by 8%, and initiated a leading edge planning, and distribution system for 3 sites.
- As president, directed the turnaround of an $11M truck body and equipment manufacturer/distributor. Regained profitability from two-year loss of $1.5M to $176K profit through focus on shipments and cost management. Renegotiated lines of credit to establish new product lines and engineering improvements.
Cost Improvements
- Relocated manufacturing operations in Europe, Southeast Asia, North America and Eastern Europe for faster supply chain response, resulting in 50% landed cost reductions
- A major consumer product company had high quality costs and poor packaging design that lead to dissatisfaction at the retail location. Designed an internal and external product effectiveness audit that led to a re-design of the product line addressing these issues, reducing quality costs by 75% and calls/100 units by 90%.
- Created an offshore Center of Excellence (CoE) from the ground up including people redeployment and implementation of service level agreements (SLA)
Business Process Re-engineering
- Created a Rapid Automation Development process for IT
- Automated loan processing, funding and reconciliation processes at GE Treasury
- Redesigned Morgan Stanley business processes to be compliant with BASEL II
- Implemented PEGA, a BPM system that utilizes analytics and business rules to drive innovation across GE’s consumer finance group
- Re-engineered treasury processes at GE globally
- Re-engineered complex processes to enable deployment of systems such as PEGA, ACBS and Wall Street Suite.