Ensures operational reliability, capacity, and profitability

We’ll identify your needs, KPIs, and technology stack during our first meeting. We’ll filter through approximately 8,000 interim consultants based on industry, Lean experience, and proficiency in SAP, M3, Dynamics, and WMS. Within five business days, you’ll receive three to four pre-screened candidates so that interviews can focus on the role and company culture.

The fee structure is straightforward. 80% of the fee goes to the consultant and 20% to us. There are no setup fees, no percentage-based fees on savings, and no minimum contract term.

Your consultant will oversee the project from the requirements profile through to completion. During the project, standardized work processes, visual management, and competency matrices will be implemented and handed over in a ready-to-use state. If the collaboration is successful, the consultant may transition into a permanent role without the need for a new recruitment cycle.

The interim manager coordinates planning, purchasing, and maintenance, fine-tunes setup times, and balances line speeds. The result is higher uptime, fewer micro-stops, and fewer rush deliveries—a direct boost to delivery accuracy and customer satisfaction.

Lean and Six Sigma tools help reduce waste, rework, and scrap. Energy analysis, inventory optimization, and smart staffing free up capital and improve gross margins without compromising on quality or safety.

When making investments in automation, changing the layout, or introducing a new product, the plant manager leads cross-functional teams, stays on schedule and within budget, and reports clearly to management and the board. Day-to-day operations continue while the modernization is underway—production never stops.

The manager integrates sales forecasts, material supply, and production rates into a single S&OP process. Key performance indicators for quality, capacity utilization, and cash flow are monitored in real time, enabling the factory to be managed based on data rather than gut instinct.

Operators, technicians, and support staff are given clear goals, daily follow-ups, and prompt feedback. Employees are involved in improvement efforts, engagement increases, and staff turnover decreases.

Machine breakdowns, component shortages, or sudden spikes in orders are handled without drama. The consultant has backup plans, alternative suppliers, and crisis response teams ready to go. Decisions are clearly communicated and documented for future reference.