The Problem:
A company that manufactures and supplies engineered flow components, process equipment, and turn-key systems had built its business through acquisitions. However, these acquired companies were not well integrated into the organization. The lack of a clear, communicated, understood, and followed Operating Model led to unmet expected and promised lead times, margin erosion, and limited aftermarket capture. The business unit delivering the client’s systems needed a comprehensive overhaul of its ways of working.
The Solution:
SLG consultants were onboarded to support the setup and guidance of the client’s Transformation Project Management Office (PMO), which consisted of 8 workstreams. These workstreams focused on areas such as engineering organization transformation, a new project delivery model, end-to-end value stream mapping, and SAP enhancements. The goal was to “fix the core,” simplify the organization, and streamline cumbersome processes. SLG played a key role in consolidating workstream outcomes into a finalized Operating Model.
The Result:
The transformation progressed smoothly with broad engagement from the organization, leading to significant improvements including:
- A defined and documented new, simplified Operating Model focusing on flow (speed) and customer intimacy.
- Improved on-time delivery for quotes and projects.
- Decreased margin spread (as-sold vs. as-executed).