Securing future viability through holistic transformation in the transportation and aviation industry

Initial situation

A leading international train and aircraft manufacturer needed to increase its delivery reliability in the train sector in order to secure its customer base and avoid penalties
The company found itself in a highly competitive market environment with strong competition in train and streetcar construction
Uncoordinated production networks in the end-to-end process and varying capacity utilization in the plants made it difficult to deliver on time, in the right quality and with low stock levels
A comprehensive transformation should bring the plants more in line with customer needs

1,6 million €

Costs reduced

0 % pt.

OTIF increased

2,8 million €

Working capital reduced

Start holistic transformation with the three elements of leadership, end-to-end and shopfloor management as part of a consulting/training approach
Set measurable targets for the production network and the five plants
Identify and prioritize pain points with global and local management
Develop target image for end-to-end process and work out measures for improvement at network and plant level
Actively involve middle management in the transformation, solution finding and implementation to ensure motivation and sustainability of the improvements

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