Ensuring future viability through holistic transformation in the transport and aviation industry

Initial situation

A leading international train and aircraft manufacturer had to improve its delivery reliability in the train sector to secure its customer base and avoid penalties
The company operated in a highly competitive market environment with intense competition in train and tram construction
Uncoordinated production networks across the end-to-end process and varying capacity utilization in the plants made it difficult to deliver on time, with the right quality, and at low inventory levels
A comprehensive transformation was required to better align the plants with customer needs

1,6 Mio. €

Cost reduced

0 %-Pkt.

OTIF improved

2,8 Mio. €

Working capital reduced

Start a holistic transformation with the three elements of leadership, end-to-end, and shop floor management as part of a combined consulting and training approach
Define measurable goals for the production network and the five plants
Identify and prioritize key pain points in collaboration with both global and local management
Develop a target state for the end-to-end process and derive improvement measures at both the network and plant levels
Actively involve middle management in the transformation, solution development, and implementation to ensure engagement and long-term sustainability of the improvements

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