Results you can measure 

24% fewer inventory days while still growing

-24%

inventory days

25% better delivery with 30% less inventory

+25%

delivery performance

-30%

inventory

40% less waste at a 98.5% service level

-40%

waste

-6%

logistics costs

40% lower operating costs in Asia

-40%

operating costs

74% fewer product variants and 13% higher EBIT

-50%

product families in top-3 countries

-74%

sales and production variants

-85%

active BOM material lines

9% more out of every metre of fabric

+9%

fabric utilisation in pilot

-70%

hole patterns targeted

96% fewer error lines and delivery performance stable at 97%

99.5%

warehouse performance, from 90.8%

-96%

average daily error lines in the warehouse

97%

delivery performance stabilised (+9.3 pp)

96% fewer warehouse errors and 17% faster picking

-96%

daily error lines

+17%

picking productivity

+19%

operating hours

A new European footprint with 20-25% lower production cost

20-25%

possible reduction in direct production cost at the new location

30-35%

of production capacity targeted in Europe by 2028

2.5 pp

estimated EBITDA improvement from the move

A new bakery planned for 23% more output per square metre

1 network

A, B and C bakeries, a clear role for every site

6 streams

for the ramp-up, each with a named owner

+23%

output per floor area (vision)

A plan to cut peak inventory by up to 20% in 9 weeks

9 weeks

from kick-off to final report

10–20%

targeted reduction of inventory peak

An S&OP roadmap towards 30% less inventory

-30%

planned inventory reduction

<20%

forecast error targeted, from 28-38% today

70-80%

capacity utilisation targeted, from around 50%

Back to lasting profit with an end-to-end turnaround

Significant

bottom-line improvement

Delivery performance doubled with 28% less inventory

2x

delivery performance

-28%

inventory

4 horizons

of S&OP, from half-yearly strategy to daily follow-up

EBIT margin up 4 points after turnaround

+4 pp

EBIT margin

Global spare parts network with an estimated 26% lower cost

5 regions

one global spare parts supply, set up from scratch

3 levels

regional central, backup and site stock, one planning logic

-26%

estimated total cost, Europe scenario

Lead time cut from 20 to 6 weeks

20 → 6 weeks

lead time

3 → 12 months

planning horizon

One way to deliver orders across every plant

1 concept

for fulfilment: one S&OP and one SAP set-up in every factory

3 segments

platinum, gold and silver, each with its own delivery promise

98%

target for delivery to confirmed date

Packaging costs halved and still premium

-50%

material costs

-65%

weight

Picking productivity up 141% and costs down 27%

-27%

operating budget, production and supply chain

+141%

picking productivity over 2 years

+2.2 pp

delivery performance, above target

The real causes of excess stock and late deliveries found

39%

of inventory without consumption in 12 months

90%

production items without lead time in ERP

-25%

inventory target for next phase

Up to 38% more output per run with the right consignment model

+38%

production output per run (up to)

-27%

changeover time and cost

91%

of volume covered by the new consignment set-up (up to)

Up to 66% lower project logistics costs

-66%

cost of project logistics agreement (potential)

3

businesses brought into one supply chain model

13% more output across the whole factory

+13%

output across the factory

20% fewer complaints and 10 points better delivery

-20%

complaints

+10 pp

delivery reliability

-19%

lead time

21% more output and 16% higher profitability

+21%

output

+4%

material utilisation

+16%

profitability

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 people they care for

24%

staff time freed up

-7.2%

payroll costs

25% more productive back office

+25%

productivity

28% higher productivity without adding headcount

4x

better bottom line than sister companies in the region

+28%

productivity

4.6/5.0

employee satisfaction over eight months

31% more output and 22% shorter lead time

+31%

output

-22%

lead time

32% higher OEE and 17% less scrap on the bottlenecks

+32%

OEE

+28%

FMA KPI

-17%

scrap

39% more output and 23% shorter order backlog

+39%

output in the relevant departments

-23%

backlog on the product family

39% more output and 71% less wasted time

+39%

output

-71%

non-value-adding time

39% more output from the bottlenecks

+39%

output at the bottlenecks

-23%

backlog, despite an 18% higher forecast

3x better bottom line after retraining the leaders

3x

better bottom line than sister companies in the region

+18%

productivity

4.7/5.0

leader and employee satisfaction with the renewed system

44% faster throughput in batch release

44%

faster throughput on the most valuable product

1 release system

built on ERP batch data, bottlenecks visible

1 daily board

one cross-functional view of who has the ball

48% less cash tied up in inventory

-48%

capital tied up in inventory

-53%

inventory volume

74% of the targeted effect delivered in six months

74%

of the targeted business effect delivered in six months

9

boards running across goals, projects and operations

>95%

of office staff involved in daily operations management

87% better bottom line and the best EBIT month ever

+87%

year-on-year bottom-line improvement

+21%

productivity

-25%

break-even revenue

87% fewer blade repairs

-87%

repairs

-100%

lost production days due to quality defects

A better bottom line within 12 months

12 months

to improved bottom line

A factory build run at production pace

1 project OS

KPIs, performance boards and escalation as in a plant

2 standard KPIs

site safety and on-time milestones

3 months

from ad hoc firefighting to a fixed board rhythm

A focused project portfolio tied directly to the strategy

1 portfolio

pruned and tied directly to the strategy

1 governance model

guiding principles, roles and responsibilities made clear

1 maturity assessment

critical capability areas and project value potential mapped

A new factory built for 99% on-time delivery

1 factory

fully defined: layout, machines, buildings and capacity

7 systems

one production and management set-up tied together

99%

target for on-time delivery

A plant improvement programme that paid for itself in year one

1 model

for every plant: mandatory elements, local choices

6 elements

architecture, potentials, organisation, training, standards, waves

1 year

to a cash-neutral programme investment

A robot-run factory open 24 months after the first idea

1 factory

modular by design: cells and workstations from data, opened in 24 months

7 cells

standard modules, each a defined process, joined by robot transport

100%

manual goods transport replaced by robots

A warehouse roadmap to close the gap to best-in-class picking

+77%

picking performance over 12 months

14 pp

above benchmark in the productivity screening

40-60%

of the full potential covered by the first implementation wave

Assembly output more than doubled in one week

+116%

output

-53%

staffing requirement

Blade production a third faster in 8 months

24 → 16 hours

takt time

8 months

to target

Custom orders traced from ear impression to shipment

3 process areas

pre-order, impression and order registration, pick, pack and shipping

1-2 days

shorter lead time with the quality check moved to the front

Factory output more than doubled in four months

2.3x

factory output

4 months

from implementation to result

From design to production 28% faster

-28%

time from engineering to start of production

From loss to profit in 13 months

+15 pp

EBIT

13 months

from loss to profit

Lead time cut from 8 months to 8 weeks

8 mths → 8 wks

lead time

+13%

EBIT

One programme management standard for a source-to-operate team

6 themes

covered in the diagnostic questionnaire to programme managers

3 focus themes

selected for further work

1 library

phase and gate model, RACI and templates for every programme

One way to run terminals on four continents

5 elements

one operating system for every terminal

1 standard

boards, meetings, KPIs and maturity criteria shared globally

10

terminals in the first wave

Production scenarios simulated in 30 minutes

30 min

from change request to simulated production scenario

1 budget

OEE learning built into next year's budget

Line leaders

own their OEE data, not the support function

Projects done in 4 months instead of 16

16 → 4 months

project time

+34%

machine efficiency

Record performance across every team in 9 months

9 months

to performance records across teams

Same carer every visit and half the medication changes

-50%

medication and treatment changes

+5%

continuity index

Seven initiatives and one ERP choice for a garment division

7 initiatives

from one tactical workshop with management and production

1 ERP platform

recommended for both production countries

16-20 months

estimated implementation plan for the shared platform

Spreadsheet planning replaced by SAP across production

3 backbones

master data, planning and procurement rebuilt in SAP

16 processes

instructions with roles and weekly loops, and 12 new KPIs

>80

people trained in new planning processes and SAP

Three factories merged into two in 9 months

6 tracks

under one PMO: a line moved and three sites made two

1 standard

production standards and flow concept on all lines

9 months

to implement all transferred products

Up to 27% higher output with LEAN leadership on the shop floor

Up to 27%

higher production output after 4 months

1 escalation chain

from operator all the way to top management

3 levers

clear roles, safe escalation and daily process confirmation

Up to 48% shorter lead time in production

8 streams

one roadmap from footprint to the shop floor

1 programme

steering group, PMO and monthly tracking of realised impact

-48%

production lead time in a fittings cell

10% fewer calls and 10% faster handling

-10%

enquiries in personal channels

-10%

handling time per enquiry

18% more productive customer service worldwide

+18%

productivity globally

-32%

manually handled sales orders

-10%

order errors

45% higher sales conversion within reach

+45%

potential in conversion rate

+16%

CSAT potential (all agents to top quartile)

54% higher customer score within reach

+54%

tNPS potential (all agents to top quartile)

+72%

potential in conversion rate

~40%

potential in service level

79% of customers on the new platform in month one

85%

of customers and dealers volunteered

79%

adoption from month one

10 min

freed up per standard order

90% of calls solved first time instead of 35%

82% → 98%

order entry SLA

35% → 90%

first call resolution

-70%

track & trace calls

Customer onboarding given one owner and a roadmap

10 initiatives

in one cross-functional onboarding roadmap

-88%

legacy contracts after migration

90%

response rate on the lessons learned evaluation

Customer service freed from self-inflicted admin

60%

of customer service time spent on internally initiated admin tasks

Direct-to-consumer tested before a single big investment

Tested

direct-to-consumer business model

Sales bonuses rebuilt around what really drives results

15

incentive models mapped and assessed

Three new European markets in record time

3

new European markets in record time

50% more orders with the same capacity

+50%

order volume, no extra capacity

4 weeks → 4 days

quotation lead time

30 h → 30 s

documentation reporting

A data strategy the executive board owns

1 strategy

for data, owned by the executive board and linked to every business unit

3 levels

of governance from strategic to operational, owners named in the line

Board-owned

data strategy decided and owned at the top

A weighted choice of AI partner for customer service

4 vendors

assessed in a request for proposal

7 criteria

weighted in one evaluation model

AI agents that support growth without adding headcount

1 platform

every function plugs into one foundation and governance

3 gates

assess fast for every AI idea: proceed, park or kill

Multi-year

programme with stage gates, owned by the executive team

Clean master data the organisation runs itself

3 playbooks

governance for cost prices, planning dates and customer data

1 template

reused for every new data area

In-house

capability to run the master data initiative itself

Delivery performance from low to high and stable

High & stable

delivery performance

Much faster planning with suppliers on one live picture

Significantly shorter

planning cycle

Order backlog cut by 44%

-44%

order backlog ahead of production

Up to 85% faster answers with an AI assistant

4 AI levels

passed gate by gate in each service area

3 tracks

solutions, adoption and foundation, run in parallel

-85%

handling time with the AI assistant (up to, pilot)

71% less cash in inventory and 28% lower production costs

-28%

production costs

-71%

capital tied up in inventory

Savings target beaten by 41%

+41%

above the savings target

90%

of negotiations run by ZCG

A first ESG baseline turned into strategy and report

11

prioritised ESG themes from the double materiality assessment

1 report

the company's first ESG report, with scope 1 and 2 emissions built in

1 roadmap

with an annual calendar owned by management

40+ warehouses replaced by three and faster delivery

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

Better availability with less cash in stock

For years the company had struggled with both delivery performance and too much capital tied up in inventory

Better availability with less inventory

For years the company had struggled with both delivery performance and too much capital tied up in inventory

Fewer warehouses with the same fast delivery

A large Danish retailer with a central warehouse and distribution to stores nationwide needed to optimise its central warehouse and distribution set-up: customer service (late order cut-off and next-morning delivery), capacity and room for growth, warehouse costs and transport costs

Less cash in stock and faster delivery from one European hub

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

More peak-season sales and reliable delivery

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

Warehouse and transport costs cut worldwide with proven P&L effect

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

Nurse staffing matched to how sick patients are

With an ageing population, more complex patients, a shortage of nurses and a move to a new hospital building, the hospital needed a more systematic and evidence-based way to set nurse staffing. Staffing levels were based on budget, bed numbers, expected occupancy and subjective judgement rather than patients' actual care needs, and wellbeing was falling

A clear go or no-go on selling direct

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

A reseller and key account model sales owns

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

Fewer errors and repeat calls with AI 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

One seamless customer journey and more loyal customers

The customer experience was fragmented across touchpoints and systems

Every service request visible and no more chasing by phone

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

Happier customers and fewer errors with one service centre

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

The digital priorities that matter agreed by management

Did the company have the right foundation for further digitalisation?