Reference projects

A comprehensive change in the organizational structure required: a significant increase in service levels (on-time delivery) and support of the offset-based business model; optimisation of the investment volume by focusing on existing and future core competence and reducing existing duplicates; reduction of product- and inventory-related costs through process improvement, simplification, increase in internal productivity as well as an effective global and local procurement management. The improvement measures were integrated both top-down and bottom-up into the company’s line organisation and management processes.

Starting point was the inadequate performance of a major parts manufacturer in the aerospace industry. We developed an end-to-end concept to provide a new basis for all processes, from order to delivery to internal or external customers. Within one year, production was brought to a new level in 4 different company sites in terms of order processing and customer care, internal planning and scheduling, production efficiency, material procurement and supply chain, quality management, and logistics. The result was a significant increase in delivery performance in terms of punctuality and quality on the one hand, and cost reduction on the other hand.

Our client is a listed, international group of companies that develops, manufactures and distributes highly specialized rubber products for the healthcare and industry sectors. The aim of the coaching was to provide support as a sparring partner to the newly acquired executive in charge of the technical division. The coaching focused on the topics of leadership, cooperation, communication and structuring. We also supported him in the direction and development of his management skills and in establishing the cooperation between his division and the existing market segments.

For this customer – a cooperative bank in the German-speaking countries – we developed an audit recommending two senior appointments. One of the two candidates is to later take over as market manager. Both positions were intended for in-house candidates. We designed the process and its elements, and implemented it by taking into account both the specific tasks involved in each position and the bank’s corporate culture. Based on our assessments, we provided the board of directors with our recommendations for the appointments as well as for the professional development of all candidates.

Our customers were a successful company in the offshore air transport, which had faced rapid growth over the last few years. The change process involved in particular the further development of existing structures, the skills of the personnel and the forms of cooperation. Our task was to analyse the situation and define measures for the development of the company from the HR perspective, as well as to help the management and the human resources cooperate to implement said measures.

A survey on the digitalisation of the German Aerospace Supply Chain was conducted in May 2016, as part of the "Supply Chain Excellence" initiative organised by the aviation associations. The questionnaire we designed was not intended to determine the status quo, but rather to help identify future challenges. The results are now providing a basis for the development of strategies for small and medium-sized companies, IT service providers and corporations.

Our client, which operates in the field of cruise travel, is responsible for complex service functions for technical ship operations at two sites located in Italy and Germany. Our job was to plan the merging of such functions at a new site. After analysing the existing processes thoroughly, we developed an optimised organisation concept for the new site, as well as a concrete transition plan, which included a risk-management concept to ensure continuous operation.

Our client is a leading global manufacturer of interior components and modules for the major OEMs in aircraft engineering. With its floor-to-floor strategy, our client deals with the entire cabin scope. The continuous increase in air traffic requires a corresponding increase in the production rate, which the company now covers through a global procurement network. This also includes the development of and cooperation with a network of qualified suppliers. This project was about stabilising the production processes in terms of component production and assembly to guarantee a continuous supply capacity. 

Our client is a worldwide leading supplier of equipment for filling and packaging of beverages and liquid foods, facing big challenges in terms of quality management connected to the delivery and commissioning of highly complex systems all over the world. First, we analysed the existing production process and identified improvement approaches by conducting several interviews and assessing complaints in detail. As a result, we were able to provide concrete suggestions for the optimisation of quality gates and establishment of a functioning escalation mechanism.

Our client is a worldwide leading supplier of equipment for filling and packaging of beverages and liquid foods, facing big challenges in terms of quality management connected to the delivery and commissioning of highly complex systems all over the world. First, we analysed the existing production process and identified improvement approaches by conducting several interviews and assessing complaints in detail. As a result, we were able to provide concrete suggestions for the optimisation of quality gates and establishment of a functioning escalation mechanism.

In companies, sophisticated calculations are made to determine the cost to a customer of a certain product or service. But how much does a product cost when it comes to administration, e.g. a complex offer in the project business sector or an application in public administration? Based on the answer, choices for future business policy of both private companies and public administrations can be made. The cost analysis can be determined either by a one-time survey or through a permanent activity-based costing. Through time-series comparisons it is possible to determine changes in the efficiency which may for example affect the processing of administrative files. ACA supported this customer in the definition of "products" as well as in the correct allocation of costs and in the IT technical implementation. More importantly, we assisted with the interpretation of the results and provided strategic change recommendations. The ACA team determined the processing costs for both a European authority and several private companies.

Our client was a newly established hospital, part of a two-clinic model. We designed the strategy development process, developed a vision together with the hospital management, and derived the targets for each individual discipline. The main challenge we faced was to integrate the different interests of the various chief medical officers, senior physicians, and nursing staff with those of the commercial management to produce an all-round concept which was both attractive for the patient and sustainable for the clinic in both medical and financial terms.