When the Head of purchasing and MRP was about to leave the position and no successor had been found yet, the company decided on a 3-month-long interim solution. After two weeks with the original long-term and very dedicated manager, the department was run successfully on interim management for three months. All employees stayed, and several new methods and approaches for long-term demand planning were implemented until a new manager took over the responsibility for the department.

A newly set-up Chinese entity of a German company had a 5-person white-collar headcount and relied mainly on external service providers. By increasing the office staff to 15 persons, most functions were internalized, saving several ten thousand RMB per month, while also increasing the sales force and communication flow within the company as well as towards the German mother. While a Chinese office worker changes their employer every 3 years on average, only 3 colleagues in total left this team within a period of 5 years after setup.

All companies look very nice when the overseas management arrives for their regular but rare visits. Unfortunately, in some companies days or even weeks of preparation and cleaning (with the related drops in productivity) are necessary to achieve these results. By checking the production site much more regularly and doing several 5S and Six Sigma implementations, the workshop as well as the office area of such a company were significantly improved to a state where the factory was always ready for visitors. In addition, a more than 50% increase in productivity per head was achieved within less than two years by progressive and continuous actions.

A young company needed to evaluate and improve its very basic IT infrastructure. By replacing some hardware with state-of-the-art products, the safety and speed increased a lot. Together with new local and international IT partners and the IT department of the mother company, a professional but cost-efficient infrastructure was set up. Several new functions and procedures were implemented, which made work for the employees easier and more efficient as well as giving the IT department of the mother company full access to the systems. In the same company, SAP was implemented later on and was fully operational from the first day of the go-live date, which had been set at the beginning of the project.

A setup of a sustainable ISO9001 certification from scratch in a 2-year-old plant. The company decided to set up a professional and sustainable system with the main purpose of not only becoming certified but also sustainably improving their Quality Management System. The certification was successfully done with SGS and years later successfully recertified by TÜV Süd.

An international company decided to close its Swiss plant and relocate production and stock to its plants in Germany and China. Within the 4-month-long assignment the following was achieved: the transfer of machines and stock, the integration of the materials into SAP and other ERP systems of the mother company, the redirection of the supply chain, the transfer of the IT infrastructure, and the complete closing down of the company.