References – StyrianConsulting

New business strategy in the Automotive Service Business, Germany

Evaluation of future business models in the field of automotive repair services
Market and competitor analysis for Automotive workshops
Ramp-Up plan for go-live of an internet platform in the field of repair services

Holistic transformation/cost-down program for an automotive supplier, Austria

Target setting and project organization for all operative areas of the company
Management-Alignment and Target-Sign-Off
Process-re-engineering of the interface between sales, purchasing and production
Optimization of the product development process
Re-Sourcing for key components

Process improvement in the outbound logistics of a consumer goods company, Germany

Re-Organization and process improvement of a research department in the high-tech industry, Germany

Identify weak-points in the current product development process
Align a modified milestone plan for the development, production and purchasing departments
Implement a new organization for the industrialization phase

Implement a holistic cost down program for a logistic department, Germany

Top-Down target setting for a cost down initiative and target-alignment within the organization
Set up a project management organization and a tracking tool to drive the cost down process
Conduct train-the-trainer workshops to support the generation of operational cost-down measures

Restructuring and operational excellence for a consumer goods manufacturing unit, Germany/Hungary

Implementation of a tracking process to ensure in-time execution of restructuring initiatives
Implementation of a continuous-cost-down program
Transfer of production capacities to low-cost countries (especially Hungary)
Streamlining the planning process for production volumes of all manufacturing sites in Germany and Hungary

Sales-reorganization for a leasing company, Germany

Increase Sales-Force effectiveness due to centralizing support-functions and in-depth analysis of sales force activities
Reorganization of sales organization (new business segmentation, organigram)

Complexity management for a large automotive OEM, Germany

Team-leader for a complexity reduction (variant management) program for an upcoming car launch
Workshops with simultaneous engineering teams
Target Setting and implementation of a new process and responsibilities for future complexity reduction programs

Product portfolio management for a consulting company in the energy supply business, Germany

Implement a uniform evaluation scheme to prioritize consulting modules in the energy business for the roll-out of intelligent electricity meters

Turn-Around of a development project in the semiconductor industry, Germany

Heavy project management to turn-around a development project for semiconductor equipment
Project review through interviews with employees on all hierarchical levels
Leading product improvement workshops (Quality-Function-Deployment – QFD, Failure Modes and Effects Analysis – FMEA)

Sales and marketing study for a light-duty-vehicle OEM, Germany

Commercial savings initiative for an automotive OEM, Germany

Short-term cost reduction for existing suppliers
Develop a joint negotiation strategy for the top suppliers
Moderate workshops with all relevant purchasing departments for an aligned negotiation strategy
Prepare commercial negotiations

Turn-around and integration management of a systems company, Scandinavia

Management of a holistic turn-around program for a subsidiary of the KNAPP-AG group in Scandinavia
Solve short term Cash-Flow issues (Bank negotiations)
Re-definition of the current product portfolio and bench-marking with competitor products
Integration of core areas into the overall group Reorganization of the sales department (Streamline the current sales process and implement new sales tools)

Bench-marking of a systems engineering company, Germany

Team-leader for a bench-marking project in the robotics- and systems engineering industry
Bench-marking of business-processes and cost-structures with competitors and internal departments
Definition of initiatives and strategic concepts to close the cost gaps
Alignment of the top management for implementation of identified initiatives

Turn-around of a truck and bus company, Japan

Team-leader for the project management of a holistic transformation program
Top-Down target definition based on a five year planning for a profitable EBIT-margin
Alignment and allocation of the top-down target to all involved business units (purchasing, production, R&D, overhead and sales)
Implementation of a tracking-tool for reporting and controlling of the overall project

Restructuring of a Tier-1 supplier, Germany

Implementation of an optimized production network for efficiency improvement
Identification of new production locations based on future customer production sites
Definition of implementation plans and plan-B scenarios for closure and dislocation of current production sites
Preparation of worker’s council meetings and overall communication strategy

Preparation of an IPO for a food and beverage company, Germany and Spain

Operational transformation and optimization of the sales performance in the context of a planned IPO
Project management and target setting of the overall project
Design of a controlling and reporting tool
Definition of new strategic growth opportunities for the company in close cooperation with the sales department

Cost-Cutting program of a car manufacturer, Germany

Turn-around of a Tier-1 supplier, Germany