To implement the initiative, the executives responsible for Operations, Controlling, and Finance engaged a multidisciplinary EFESO consulting team to provide both structural and subject-matter support throughout the project. Together with management, the core team conducted an on-site audit at each of the three plants and held discussions with the local stakeholders. It also carried out a detailed analysis of processes within the plants and across the sites. Three methodological elements proved particularly critical to the project’s success:
Tandem principle
The collaboration was based on the tandem principle: each cross-functional topic – from Operational Excellence and network planning to execution readiness – was jointly owned by one representative from the client organization and one EFESO team member. This ensured that the project did not produce theoretical or abstract results. Instead, the outcomes were developed directly and jointly with the management, embedding them within the organization from the very beginning.
Structured OPEX assessment
EFESO’s structured OPEX assessment provided the foundation for the analysis. Its framework enables a systematic review of plants across the entire value chain, from order processing and planning through production and maintenance. At the same time, the team examined processes in key production areas such as assembly, shaft machining, and casing manufacturing on the shop floor. The primary focus was on assessing the productivity of employees and machines and identifying how processes could be redesigned to shorten and minimize critical paths within projects.
Process flow analyses
Process flow analyses based on actual orders proved to be a particularly important tool. For each site, the team selected specific completed orders and worked with local experts to analyze processing times, coordination loops, late changes, and the interfaces between engineering, procurement, and production.
