An American manufacturer of equipment for installation of cables and pipes was suffering from – among other things – late deliveries and an old-fashioned production strategy. The company was in need of changing and improving their manufacturing to maintain their competitive edge.
An American manufacturer of equipment for installation of cables and pipes, needed to boost the productivity in the R&D department and shorten the development lead-time. Since neither the adequate competence nor experience was found in the US, the client came to SAM.
Kanthal, a Swedish producer of metallic heating elements had profitability issues. Their bottom line result was positive, but the costs were increasing, resulting in a decreasing profitability over time. SAM was engaged to find out which products and customers were profitable, and why the overhead costs increased.
A major Swedish producer of high-strength steel had issues sustaining adequate capacity in maintenance at the plant for continuous casting. The common perception was that the plant was under-staffed, needed more space for maintenance and was too out of date, but SAM had a different view.
A global, multi-billion-dollar Swedish corporation needed assistance to introduce modularization to their product structure. The client had acquired numerous companies and needed to consolidate not only the operations, but also the products and the product structures. The project was both product specific and cross-functional across different product categories.
A telecom company had big issues with customer satisfaction expanding their fiber access to residential areas. The communication between the companies was lacking and handling of deviations was non-existent. The situation was pressed, not only for the management, but for all involved staff and sub-contractors. Additionally, they were planning to multiply the delivery in order to gain strategic market shares.
A multi-billion-dollar distributor of industry equipment utilized a manual physical planning board to visualize customer orders, but the staff was struggling in utilizing it. Not all staff members could be present, leading to a breakdown in communication. It became difficult to ensure the delivery to their customers, losing quality and gaining lead-times.
A multi-million-euro food industry company in France needed to improve their efficiency. They had invested in a new production line; the investment was a necessity for growth but the efficiency of the line was poor. Production efficiency had to improve fast or the owners would close the unprofitable line.
A product division at a global Swedish tech company needed to change its mind-set. Product variation and lead time had become increasingly important factors to consider. Shortening the development lead time and cost, combined with satisfying customer demands, would be a considerable competitive advantage.
SAM was assigned to improve the flow from R&D at a truck manufacturer. The R&D department had 1,000 employees and the company produced 70,000 trucks annually. SAM sensed that one of the design teams was under a lot of stress, with problems to make deadlines due to project overload and too many checklists to follow. The expectations on the group were high, as the team was responsible for meeting the increasingly extensive legal requirements.
Using modular design to merge two historically, geographically, culturally and technically different, but funcionally similar product programs and orgnizations to utilize potential synergies.