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 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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