Industrial Performance Management
Lower costs.
Less downtime.
More performance.
We improve the operating results of industrial companies – through better operating models, optimized service-provider structures and intelligent automation. From analysis to hands-on implementation.
Challenges
What's holding back industrial performance.
Costs keep rising. Staff are missing. Dependencies grow. Downtime costs results. The root cause is often not a single problem, but the operating model behind it.
Cost & transparency
Costs keep rising. The value stays unclear.
Contracts, prices, amendments and scopes of service have grown over the years. What is actually needed, what service is delivered for it, and where savings potential lies is often not sufficiently transparent.
Dependencies
When one partner fails, dependency becomes an operational risk.
Critical services depend on individual service providers, suppliers or staffing partners. A lack of alternatives weakens negotiating position, supply security and responsiveness.
Consolidate or diversify? Local, national or international? One partner or several?
Service-provider structures
Too many providers. Too little overall accountability.
Many service providers, differing contracts and decentralized responsibilities create interfaces, duplicate structures and administrative overhead.
Smart consolidation creates economies of scale, consistent standards and clear accountability.
Staffing & location
The plant is ready to produce. But the people are missing.
Shift work, physically demanding tasks and geographically difficult locations make recruiting harder. Unfilled shifts lead to overtime, lost capacity and, in the worst case, production outages.
Recruiting alone isn't enough. Hiring, accommodation, shuttle services, shift models and site logistics all have to work together.
Downtime & productivity
Every lost production hour weighs on the result.
Missing staff, unplanned downtime, inefficient processes and poorly organized interfaces reduce availability and output – even though equipment, orders and demand are all there.
Operating model
Structures that grew organically don't automatically fit tomorrow's requirements.
What belongs to the core business? What should be outsourced? Which services should be consolidated? Where are alternative suppliers needed? Which processes can be automated?
In-house delivery, outsourcing, staffing, service providers and technology all have to work as one system.
Services
Six levers. One result.
We don't optimize individual symptoms. We change the structures behind cost, productivity and performance – from analysis to hands-on implementation.
Cut costs. Make performance transparent.
We analyze contracts, prices, scopes of service and provider structures, create transparency and realize measurable savings potential.
The right service. The right structure.
We develop high-performing operating models: in-house delivery or outsourcing, staffing and shift models, service-provider structures, and the necessary workforce infrastructure – from recruiting and accommodation to shuttle services and site logistics. Goal: secure availability, reduce complexity and optimize total cost.
Reduce downtime. Increase productivity.
We analyze processes, capacities and interfaces, remove operational bottlenecks and increase availability, productivity and output.
Change structures. Ensure execution.
We reorganize departments, service providers and teams, and guide change from the decision through to stable operational execution.
Less administration. More speed.
We automate administrative and operational processes, using data and AI to create more transparency, speed and controllability.
Take responsibility. Deliver results.
We temporarily take on operational leadership and results accountability, driving critical change consistently through to a measurable outcome.
Result
Measurable improvement of the operating result.
- Cost
- Downtime
- Complexity
- Productivity
- Availability
We don't leave behind a presentation. We leave behind a more capable organization.
“People shape systems.
Systems shape people.”
Project support
Less complexity. Less dependency. Clear responsibilities. Processes that work in everyday operations.
Example trend over 12 weeks. Hover over the timeline to see the figures above for each week.
Downtime
Production time
Output volume
| Week | Downtime | Production time |
|---|---|---|
| 1 | 0% | 0% |
| 2 | −2% | +1% |
| 3 | +1% | +3% |
| 4 | −5% | +2% |
| 5 | −10% | +5% |
| 6 | −12% | +7% |
| 7 | −16% | +6% |
| 8 | −14% | +9% |
| 9 | −19% | +11% |
| 10 | −21% | +10% |
| 11 | −22% | +13% |
| 12 | −23% | +14% |
Figures drawn from our own operational work at industrial sites.
Our principle
- No presentation without a business case.
- No change without accountability.
- No success without a measurable result.
Analysis is the beginning. Results are the standard.
Contact
20 minutes.
Clear numbers.
Your next step.
20 minutes on cost, service-provider structure, production time and downtime. After that, you decide on the next step.
Hüseyin Delipalta · Managing Director
Location
Niederwil 12a, 6330 Cham, Switzerland