The starting position
With a turnover of more than € 230 million, the Eggersmann Group is one of the market leaders in the European recycling industry. The business comprises machinery and plant engineering, the operation of its own composting plants and various peripheral activities. Until 2016, the Group grew dynamically, among other things through a large number of acquisitions in Germany and abroad. The result: a high product diversity, spread over more than 30 individual companies and ten production sites with historically grown systems and processes. In 2017, there was a market-related drop in performance of almost 20% and a first-time loss situation. Selective, decentralized optimization approaches have not yet led to the desired success.
bachert&partner developed the introduction of business units with bundling of downstream production units as an overriding organizational strategy. To this end, a central manufacturing and assembly site was set up in Poland for both plant engineering and mechanical engineering, and the remaining activities were bundled into just two production sites in Germany, each separated according to site and special designs. The decentralized technology locations of the individual brands for engineering and service were retained, but were standardized into a uniform group image with regard to market presence, service, modular systematics and design standards. bachert&partner took over both the conception and the project management of the implementation in close cooperation with the Eggersmann Group over a period of two years.
The measures at a glance
Setting up the site in Poland over a period of two years and ensuring technical capability on site
Establishment of 230 employees in Poland and implementation of materials management, work preparation and production management
Consolidation of core areas by closing seven locations and relocating logistics to Poland
Gradual relocation of assemblies and machines from the individual brands and locations
Significant increase in productivity through establishment of store floor management, value stream analyses and takt production, optimization of set-up and target times
Standardization of IT processes through introduction of central QM system, standardization of ERP/PDM systems at all sites, integration of merchandise management, preparation of production plans suitable for relocation
A return to positive annual results already took place in 2018
Thanks to the straightforward approach to implementation, earnings improvements in the double-digit millions were realized
The company's overall productivity as a ratio of gross profit generated to personnel expenses employed increased by 21%
Project risks were significantly reduced thanks to stringent project controlling - loss-making products were largely eliminated
More than 800 jobs have been secured, the Group is well positioned for future performance and sustainability