Results you can measure 

+141% picking productivity and -27% operating budget

-27%

operating budget, production and supply chain

+141%

picking productivity over 2 years

+2.2 pp

delivery performance, above target

+25% delivery performance and -30% inventory

+25%

delivery performance

-30%

inventory

+4 percentage points EBIT margin after turnaround

+4 pp

EBIT margin

-24% inventory days while the business kept growing

-24%

inventory days

-40% operating costs through a new consolidated hub

-40%

operating costs

40% less waste while holding a 98 point 5% service level

-40%

waste

-6%

logistics costs

74% fewer variants and 13% higher EBIT

-50%

product families in top-3 countries

-74%

sales and production variants

-85%

active BOM material lines

9% higher fabric yield and a leaner product portfolio

+9%

fabric utilisation in pilot

-70%

hole patterns targeted

96% fewer daily error lines in the warehouse

-96%

daily error lines

+17%

picking productivity

+19%

operating hours

Delivery performance more than doubled with S&OP

2x

delivery performance

-28%

inventory

Inventory drivers mapped in 9 weeks

9 weeks

from kick-off to final report

10–20%

targeted reduction of inventory peak

Lead time cut from 20 to 6 weeks

20 → 6 weeks

lead time

3 → 12 months

planning horizon

Master data and MRP foundation for scalable growth

39%

of inventory without consumption in 12 months

90%

production items without lead time in ERP

-25%

inventory target for next phase

Packaging 50% cheaper and still perceived as premium

-50%

material costs

-65%

weight

Significant bottom-line uplift from end-to-end turnaround

Significant

bottom-line improvement

+116% assembly output after one Kaizen blitz week

+116%

output

-53%

staffing requirement

+13% factory output by integrating quality into the flow

+13%

output across the factory

+15 percentage points EBIT in 13 months

+15 pp

EBIT

13 months

from loss to profit

+21% output and +16% profitability after factory redesign

+21%

output

+4%

material utilisation

+16%

profitability

+25% back-office productivity with standard work and RPA

+25%

productivity

+31% output and -22% lead time with takt and flow

+31%

output

-22%

lead time

+32% OEE on bottleneck machines

+32%

OEE

+28%

FMA KPI

-17%

scrap

+39% output and 23% lower backlog

+39%

output in the relevant departments

-23%

backlog on the product family

+39% output and 71% less non-value-adding time

+39%

output

-71%

non-value-adding time

+39% output at the bottlenecks

+39%

output at the bottlenecks

-23%

backlog, despite an 18% higher forecast

20% fewer complaints with a new operating system

-20%

complaints

+10 pp

delivery reliability

-19%

lead time

23% less scrap and 46% more output

-23%

scrap in the paint shops

+46%

output in the powder paint shop

+10 pp

availability

24% of staff time freed for the core task

24%

staff time freed up

-7.2%

payroll costs

28% faster from engineering to start of production

-28%

time from engineering to start of production

48% less capital tied up in inventory

-48%

capital tied up in inventory

-53%

inventory volume

87% fewer repairs on blades

-87%

repairs

-100%

lost production days due to quality defects

Better bottom line in 12 months

12 months

to improved bottom line

Factory output more than doubled in four months

2.3x

factory output

4 months

from implementation to result

Higher care continuity for citizens with existing resources

-50%

medication and treatment changes

+5%

continuity index

Lead time cut from 8 months to 8 weeks

8 mths → 8 wks

lead time

+13%

EBIT

Performance records across teams in 9 months

9 months

to performance records across teams

Project time cut from 16 to 4 months

16 → 4 months

project time

+34%

machine efficiency

Takt time cut from 24 to 16 hours

24 → 16 hours

takt time

8 months

to target

+18% customer service productivity worldwide

+18%

productivity globally

-32%

manually handled sales orders

-10%

order errors

10% fewer enquiries and 10% shorter handling time

-10%

enquiries in personal channels

-10%

handling time per enquiry

79% adoption of a new customer platform from month one

85%

of customers and dealers volunteered

79%

adoption from month one

10 min

freed up per standard order

Direct-to-consumer business model designed and tested

Tested

direct-to-consumer business model

First call resolution up from 35% to 90%

82% → 98%

order entry SLA

35% → 90%

first call resolution

-70%

track & trace calls

Three new European markets in record time

3

new European markets in record time

+50% order volume with no additional capacity

+50%

order volume, no extra capacity

4 weeks → 4 days

quotation lead time

30 h → 30 s

documentation reporting

44% smaller order backlog ahead of production

-44%

order backlog ahead of production

From low to high and stable delivery performance

High & stable

delivery performance

One live truth across the external supply chain

Significantly shorter

planning cycle

-71% capital tied up in inventory

-28%

production costs

-71%

capital tied up in inventory

Savings target beaten by 41% through strategic sourcing

+41%

above the savings target

90%

of negotiations run by ZCG

Capacity and demand in balance

A volatile market with many special products made it hard to balance capacity, stock and demand. Staffing had to be scaled up and down at short notice

European warehouse network consolidated into three DCs

Growth required more capacity in a network of many local warehouses that had grown over time

Lower working capital through one European DC

As part of a turnaround, several factories and decentrally managed warehouses across Europe had to be optimised

Significant global savings on warehousing and transport

The company wanted to sharpen its focus on profitable growth and reduce variable costs for warehousing and distribution

A clear decision on direct-to-consumer

The company needed a strategic assessment of whether a direct-to-consumer model was attractive

Customer service lifted with AI-driven coaching

The customer service organisation needed to be modernised and made more efficient across branches and online banking

More sales at a lower cost per sale

A global sales organisation across four continents needed a new strategy, structure and governance

New reseller and key account model anchored in sales

The company wanted stronger commercial execution: a clearer partner and reseller strategy, a structured key account programme for multinational customers, and better alignment between sales and marketing

One coherent customer journey across all touchpoints

The customer experience was fragmented across touchpoints and systems

A clear digital direction across the organisation

Did the company have the right foundation for further digitalisation?

Full transparency in field service

Field service maintenance for a national defence customer was handled manually by email and phone

Higher customer satisfaction with one virtual customer centre

A very large volume of annual customer enquiries was handled in silos