OPERATIONAL & COMMERCIAL PERFORMANCE: GROWTH DEVELOPMENT

OPERATIONAL & COMMERCIAL PERFORMANCE:

GROWTH DEVELOPMENT

OPERATIONAL & COMMERCIAL PERFORMANCE: GROWTH DEVELOPMENT

BACKGROUND

A manufacturer of returnable packaging materials for the automotive industry with stagnating sales engaged EWA to identify and qualify sources of business growth potential.

OPERATIONAL & COMMERCIAL PERFORMANCE: GROWTH DEVELOPMENT

APPROACH

360° Opportunity Assessment

    • An extensive review with the client of the construction and technical aspects of the current product portfolio, the market, adjacent verticals, competitor products & customer base.

Opportunity Identification

    • Identification and validation of 12 key industries as qualified verticals for expansion – based upon ease of adaptation, market size, growth potential and profit margin
    • Total of 1300+ potential new customers
Step 3

Short-listing of 5 core industries of focus for a deep dive analysis

    • Off Road Vehicles, HVAC, Outdoor Power Equipment, Pharmaceuticals, Consumer Electronics
    • Total of 370 potential new customers
Step 4

Opportunity Leveraging

    • EWA prioritized the top 10-12 companies per sector (sales channels, geographical location, etc.)
    • EWA conducted an in-depth investigation of each company & senior management and then delivered a biographical summary and contact information for 63 companies
OPERATIONAL & COMMERCIAL PERFORMANCE: GROWTH DEVELOPMENT

RESULTS

    • The client signed contracts with 9 new business partners
    • 13% increase in sales within 18 months
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Adler Pelzer Group

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Human Resource Services: INTERIM GENERAL MANAGER & RECRUITMENT OF A PERMANENT GENERAL MANAGER

HUMAN RESOURCE SERVICES:

Interim General Manager & Recruitment of a Permanent General Manager

HUMAN RESOURCE SERVICES: Interim General Manager & Recruitment of a Permanent General Manager

BACKGROUND

    • A metal fabrication WOFE located in Changzhou with a US parent was faced with a situation involving an ineffective General Manager
    • EWA was engaged to:
      • Recruit and supervise an Interim General Manager
      • Identify, qualify and recruit a permanent General Manager
HUMAN RESOURCE SERVICES: Interim General Manager & Recruitment of a Permanent General Manager

APPROACH

Recruitment & Supervision of an Interim General Manager

    • Preparation & alignment
    • Selection
    • On-boarding & engagement management

General Manager Candidate Criteria, Development & Assessment

    • Hard & soft skills definition
    • Individual interviews
    • Selection of 3 top candidates
Step 3

General Manager Candidate Due Diligence

    • Determination of scope
    • Desk-top audit & field research
    • Forensic review
    • Legal issues
Step 4

General Manager Candidate Final Report

    • Analysis, recommendation & rationale
HUMAN RESOURCE SERVICES: Interim General Manager & Recruitment of a Permanent General Manager

RESULTS

    • Successful search to find a General Manager fitting a specific set of client requirements:
      • Integrity
      • Employee relations
      • Financial
      • Operational skills
    • Six-week search resulted in:
      • 3 highly qualified referrals
      • 1 individual was hired
    • Three months after the new GM reported to work:
      • Plant productivity increased from less than 55% to over 85% and rising
      • Staff productivity increased 15% in the same time frame
      • Customer complaints reduced to less than 1 per month (vs. 7+ over the previous 12 months)
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Adler Pelzer Group

Accuride

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aseptia

alliance

amercable

americhem

anisa

calient

corning

chemco

climate-master

curtiss-wright

federal-signal

greenheck

flexco

gore

hilite

HJ-Baker

Icee

mascoat

merichem

micromeritics

nanotex

oerlikon

plasticolors

rudolf-group

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sweco

tile-shop

tedia

titeflex

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Human Resource Services: Organizational Improvement Initiative

HUMAN RESOURCE SERVICES:

ORGANIZATIONAL IMPROVEMENT Initiative

HUMAN RESOURCE SERVICES: ORGANIZATIONAL IMPROVEMENT INITIATIVE

APPROACH

ORGANIZATIONAL ASSESSMENT

    • 360° assessment of factors impacting performance
    • Diagnostic individual & team structured interviews, which found:
      • Lack of trust
      • Hoarding of information
      • Lack of shared goals
      • Unacceptable individual & group meeting behavior
      • Conflicting perception of goals

ORGANIZATIONAL DEVELOPMENT

    • Group behavior improvement
    • Individual behavior improvement
    • Interdependence
Step 3

ORGANIZATIONAL DESIGN

    • Revised organization structure & reporting processes
    • Development & implementation of a new internal communications plan
HUMAN RESOURCE SERVICES: ORGANIZATIONAL IMPROVEMENT INITIATIVE

RESULTS

    • Follow-up surveys (individuals & group) reported significant improvement:
      • Cooperation
      • Information sharing
      • General trust
    • Dramatic improvement of key performance indicators (6 months later):
      • Time to market rate improved by 50%
      • Unwanted staff turnover was decreased by 15%
      • SG&A costs were reduced by 21% on an annualized basis
      • 18% reduction of inventory costs
      • Sales costs were reduced 14% due to improved expense controls
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accessdata

Adler Pelzer Group

Accuride

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aseptia

alliance

amercable

americhem

anisa

calient

corning

chemco

climate-master

curtiss-wright

federal-signal

greenheck

flexco

gore

hilite

HJ-Baker

Icee

mascoat

merichem

micromeritics

nanotex

oerlikon

plasticolors

rudolf-group

silfex

sweco

tile-shop

tedia

titeflex

weber

Human Resource Services: Organizational Development

HUMAN RESOURCE SERVICES:

ORGANIZATIONAL DEVELOPMENT

HUMAN RESOURCE SERVICES: ORGANIZATIONAL DEVELOPMENT

BACKGROUND

A US privately-owned manufacturer of semi-custom industrial conveyor accessories had experienced a severe decline in performance over the last 3 years and was also unprofitable for the last 2 years. EWA was engaged to develop solutions to improve organizational efficiency.

HUMAN RESOURCE SERVICES: ORGANIZATIONAL DEVELOPMENT

APPROACH

COMPREHENSIVE ORGANIZATIONAL ASSESSMENT

    • Structured diagnostic interviews were performed with individuals, interdependent functional teams and department teams)
    • Observations were conducted of department teams, cross-functional teams and senior management interaction and interdepartmental communication
    • Information flow and reporting processes were also monitored

ANALYSIS OF INDIVIDUAL AND GROUP GOALS

    • Assessment analysis identified several key issues which negatively affected the company’s organizational effectiveness including lack of trust, hoarding information, no shared goals, specific non-constructive meeting behaviors, and overlapping perceptions of individual roles
Step 3

DEVELOPMENT OF CORRECTIVE ACTIONS TO INCREASE PERFORMANCE THROUGH IMPROVED INTERACTION

    • Supporting groups and members to develop their interactive abilities, information sharing, trust and becoming more self-aware of their impact on others
    • Working with individuals on negative behaviors, being a better observer of how others reacted to them and self-tallying instances of back sliding
    • An internal event was conducted and all stakeholder viewpoints, inputs, finding and action steps were presented and discussed with the teams, new interaction norms were established and agreed and then teams were trained
HUMAN RESOURCE SERVICES: ORGANIZATIONAL DEVELOPMENT

RESULTS

    • Company attained breakeven status at the end of the year
    • Sales grew by 10%
    • Time to market decreased by 50%
    • 15% reduction in staff turnover
ARTICLES
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OUR CLIENTS

accessdata

Adler Pelzer Group

Accuride

accuride-logo

aseptia

alliance

amercable

americhem

anisa

calient

corning

chemco

climate-master

curtiss-wright

federal-signal

greenheck

flexco

gore

hilite

HJ-Baker

Icee

mascoat

merichem

micromeritics

nanotex

oerlikon

plasticolors

rudolf-group

silfex

sweco

tile-shop

tedia

titeflex

weber

Risk Management: COMPETITOR ESPIONAGE

RISK MANAGEMENT:

Competitor Espionage

RISK MANAGEMENT: COMPETITOR ESPIONAGE

BACKGROUND

A manufacturer of automotive components who had a dominate position in the market was concerned about loss of corporate assets to local competitors. The task was to review and assess company internal prevention processes & procedures, identify areas of weakness and to develop improvements to company security and asset protection programs.

RISK MANAGEMENT: COMPETITOR ESPIONAGE

APPROACH

DEFINATION OF 4 CORE AREAS OF INVESTIGATION

    • Physical Security – offices, factories, physical access control, guard force effectiveness, etc.
    • HR Issues – clear expectations, recruiting due diligence, proper access control, leadership/”tone at the top”
    • IT Systems, laptops, and mobile devices
    • Security policies and procedures, control & monitoring

AUDIT OF INTERNAL PROCESSES & PROCEDURES

    • Conducted a 2-month audit of their internal processes and procedures
Step 3

Recommendations

    • Recommended corrective action focusing on Physical Security and Control & Monitoring
Step 4

Implementation

    • Implemented numerous corrective programs, including:
      • CCTV, IT server access control, intrusion detection, firewall and anti-spyware, vetting of vendors, visitor security, access control, data storage & disposal procedures
RISK MANAGEMENT: COMPETITOR ESPIONAGE

RESULTS

    • No new acts of corporate espionage or theft
ARTICLES
CASE-STUDIES
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Timely Topics To Drive Growth.

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OUR CLIENTS

accessdata

Adler Pelzer Group

Accuride

accuride-logo

aseptia

alliance

amercable

americhem

anisa

calient

corning

chemco

climate-master

curtiss-wright

federal-signal

greenheck

flexco

gore

hilite

HJ-Baker

Icee

mascoat

merichem

micromeritics

nanotex

oerlikon

plasticolors

rudolf-group

silfex

sweco

tile-shop

tedia

titeflex

weber