The project started with a lean, specially assembled team. On the EFESO side, an experienced Senior Consultant with relevant expertise took over project management, supported selectively by additional colleagues. On the client side, the team included a developer with deep product knowledge who had already supported generational changes of machines, a representative from product management, and experts from production planning. The Head of the Business Unit and the Head of Development acted as sponsors, contributing knowledge and advice. The jointly developed solution approach comprised three central components:
Tailored methodology
The methodological basis for resolving complexity and repositioning the product platform was tailored to the company’s specific requirements. Measures that could have slowed down the project were deliberately left out. The methodology combined a coordinated repertoire of targeted levers, ranging from variant tree analyses and a design structure matrix to morphological boxes and creative workshops with subject matter experts.
Parallel analysis of technology and market
The analysis process followed two parallel, closely interlinked tracks. On the market side, the team analyzed which variants were actually in demand and which did not add value. On the technical and conceptual side, the team examined the product architecture, the structure of the systems, and which modules were key drivers of complexity. Based on this, the team developed scenarios and options for configuring systems differently, simplifying interfaces, and consolidating variants.
Direct financial simulation
EFESO contributed not only its technical analysis expertise, but in particular also the know-how required to simulate variant reduction together with its organizational and financial effects. The actual internal effort, which had previously not been reflected in any order costing, could now be quantified in concrete terms. For example, it became clear that a special-purpose machine as a customized variant can require around 850 hours of effort from planning through to delivery. This newly gained transparency was a decisive breakthrough for portfolio streamlining and further product development.
