OUR CLIENTS ARE PROUD OF
Botswana Power Corporation (BPC) is a fully integrated Power Utility with Production, Transmission and Distribution. The cooperation employees 2.200 people and produces most of its energy by fossil fuel.
BPC was a loss making utility and extreme short on cash despite the fact that it received constant subsidy from Government. High import prices for electricity and a low availability of the major coal fired power plant, led to his production costs and low margins. Power cuts all over the country were part of the daily life of Botswana’s population. The work ethic within the organisation was low.
Implementation of a Change Management process, replacement of 70% of the Executive team and streamlining the internal processes. Renegotiating all power import contracts and improving the maintenance standards of the major power plant. Reshaping the Transmission and Distribution organisation in order to reduce power cuts. Implementation of a Lean & Six Sigma Office to streamline all processes.
After two years of restructuring BPC was making profit for the first time in 10 years. and at the same time Government subsidy was reduced by 90%. Establishment of a high performance culture. Implementation of a strategy on renewable energy and a new code of conduct in order to prevent future fraud.
SWISS DESIGN FOR THE
SPIRELLA AG, Switzerland, designs, sells and produces bath room accessories for international retailer, their flag ship stores and the DIY. Spirella is the No 1 Brand in Europe with a market share of 70% and delivering goods to 60 countries with a multi channel distribution system.
Prior to KANTRAS Senior Manager engagement Spirella was taken over by a local PE House with the intention to increase the value of the asset within the next 2 years. As Spirella is design and fashion driven, 40% of its products needs be replaced every year. A growth strategy especially for France, Germany and Italy needed to be implemented as well as the subsidiary in France needed to be restructured. Furthermore, costs needed to be variabilized.
Enhanced the international Category Leadership Function and reshaping the international sales structure in order to create growth
Harmonized the product portfolio between Switzerland, Germany and France in order to reduce complexity and launched new products (20% of the portfolio per year) as well as new product categories in order to develop products with higher margins
Established a new logistic center for the fine distribution from Switzerland to Germany, Italy and Austria as well as implemented Lean Logistics in the warehouses
Increased equity value by 40% and generated EBIT growth by 51%
FAST MOVING CONSUMER GOODS
Nolte Möbel Ltd, Germany, is one Nolte Möbel is the No. 3 manufacturers (1.000 employees) of wardrobes and bedroom furniture in Europe and part of the Nolte Group. Nolte Group is family owned in the fourth generation. The continued success is underpinned by continuous development of innovative design and functional ideas. Nolte Möbel addresses the individual customer requirements with custom-built furniture.
Hired to lead a critical turnaround initiative to help the very traditionally set up company to recover from the economic crisis under the general set-up “Production only in Germany”, where as all the competitors shifted their capacities to Eastern Europe at that time.
Drove Change Management Process and Culture Change into the organization by implementing
Lean & Six Sigma. Set up a centralized control system for the whole supply chain starting with the customer order and ending with the delivery. Slashed the cost base for direct and indirect costs,Negotiated wages with the Unions and the workers council to reduce the salary cost base. Automated and linked production lines, eliminating waste, and reducing overtime.
Changed the organization from being a series manufacturer to an individual customer production entity
At a time where the market dropped by 15 to 20% Nolte Möbel achieved its turn around and was profitable again after 2 years.