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Restructuring of the Precious Metals business unit of an international technology group in Malaysia

Case Study

Challenge

The aim was to strategically align the Precious Metals business unit of an international technology group. The group also needed an expert for the professional implementation of the concept. This required new goals to be defined as well as consistent restructuring of the company and its business units. Due to an impending relocation of production, intercultural knowledge of the Asian market played a particularly important role. The company opted for an Atreus manager with international experience in order to implement the business unit's goals quickly and successfully. 

Success

The business unit was successfully restructured. The main achievements were the relocation of production to the new site in Malaysia and the increased focus on quality management and production planning. At the same time, the company was able to maintain delivery reliability and significantly reduce delivery times. In addition, personnel and material costs fell significantly as a result of renovating the old site. 

Initial position

In order to remain a world leader in the long term, the technology group decided to restructure its Precious Metals business unit. The aim was to relocate the production site from Singapore to Malaysia in order to meet the requirements of the global market better. At the same time, the fulfillment of sales, divisional and customer requirements remained top priority. The challenge in this respect was to ensure reliable delivery and product quality for the ongoing business at the same time as constructing the new site and dismantling the old one. 

 

"The challenge was to ensure reliable delivery and product quality for the ongoing business at the same time as constructing the new site and dismantling the old one. "

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You want to know what Atreus can do for you in a similar situation?
Contact Dr. Harald Linné, CEO.

+49 89 452249-200 Harald.Linne(at)atreus.de

Atreus manager goals

Support of the divisional head in the operational implementation of the restructuring process

Greater transparency through optimized controlling

Determination of operations and divisional goals: on-time, lead time, inventory, cost, wastage, rectification, product release

Product profitability analysis

Adherence to and implementation of customer, divisional and sales requirements

Sustainable development of the Operations management team 

 

 

Atreus manager process

As part of actual business results analysis, the Atreus manager quickly gained a holistic overview of the company and its processes. He initiated the strategic realignment of the Precious Metals business unit on this basis. Projects were created and implemented in cooperation with customers to improve production and product quality. In order to achieve the cost reduction targets, the Atreus manager placed the primary focus of the available resources on projects of strategic importance. In the company's internal innovation process, the product-and process-development processes were combined with the aim of significantly improving the quality of new products and increasing the initial sample qualifications.

In order to sustainably optimize the sites in Malaysia and Singapore, the fundamental task of the Atreus manager was to train the managers and turn them into a competent, efficient management team. Another decisive factor was the organizational integration of the order processing and production control processes.  

"Delivery times were drastically reduced from nine to two weeks during the deployment of the Atreus manager. In addition, HR costs at the Singapore location were reduced by 42 percent. Material costs also fell significantly thanks to effective cost management. "

Result of the cooperation with Atreus

Despite enormous challenges, the Atreus manager led the relocation project to success. The parts required for production were systematically qualified at the new location. In addition, the supporting functions of engineering, production planning and quality management were created immediately. Both delivery reliability and communication with customers were maintained at the usual high level. 

 

Delivery times were drastically reduced from nine to two weeks during the deployment of the Atreus manager. In addition, HR costs at the Singapore location were reduced by 42 percent. Material costs also fell significantly thanks to effective cost management. Additional effects: Cost and performance transparency with regard to production and product quality increased noticeably. Reporting and planning processes are now significantly more transparent and effective. 

Atreus is the leading interim management provider in Germany and one of the largest in its field in Europe. We solve difficult operational management and transformation problems quickly and reliably. Contact us and find out how we can help you master your situation with management expertise that is available at short notice and that is the perfect fit for you.

Atreus is a co-founder of Globalise – the market’s leading and largest provider of international interim management. Accelerating change and delivering success. Worldwide. Structured as a global group of leading interim management firms, Globalise has the reach to support you in solving your company’s most important issues around the world.