Today’s new and unforeseen healthcare concerns place Industrial manufacturers in a never experienced situation. How quickly you adapt your operations and ways of working while keeping your employees and customers safe are a few of the challenges required to return to profitability, let alone grow your business.
In what is an already new abnormal, companies need to rethink their execution strategy, operating models, supply chains, and customer relationships, to profitably drive growth and improve EBITDA. The decisions required by companies to navigate these times will have a significant and lasting impact on the sustainability of future performance and potential viability.
In these complex situations, successful companies need to take advantage of digital techniques and artificial intelligence. Gathering and analyzing their operational and financial data to link and understand their key business levers and how they drive EBITDA performance.
SSA & Company has developed an agile/sprint approach to define these linkages enabling a 10-35% EBITDA Improvement to help maximize growth, efficiency, and returns on investment.
Head of Engineering, $1B Manufacturer
Providing an accelerated operational assessment, team mobilization, quick hit execution, LEAN implementation for critical processes, execution of critical organizational changes, establishing a business case & key performance indicator tracking
Using LEAN concepts to transform core operations and drive sustainable improvement; continuously improving processes by eliminating inefficiencies; using digital solutions to accelerate change
Reorganizing and consolidating like functions to gain significant scale and process efficiencies
Lowering cost while increasing service levels by optimizing key supply chain components and rationalizing third party vendors
Optimizing labor productivity, maximizing asset efficiency, and establishing real-time, predictive analytics and digital solutions
Leveraging digital solutions and artificial intelligence to access and catalog data-driving operational and financial results
A manufacturer of absorbent products was facing significant production issues despite state-of-the-art equipment. The company needed to optimize asset performance across the four-plant network to meet customer demand OTIF.
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A private equity-owned manufacturer of small- to large-scale packaging equipment had an inefficient and inaccurate production planning environment.
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A private equity-owned industrial manufacturer needed to optimize asset performance across the plant network to meet customer demand.
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A private equity-owned global manufacturer and fabricator of metal and fiberglass display fixtures was facing significant sourcing and production issues.
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A private equity-owned global industrial manufacturer of specialty chemicals needed to rapidly integrate new businesses while driving operational efficiencies and network optimization to improve synergy realization.
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A private equity-owned global industrial manufacturer of power conversion and computing products needed to transform its global engineering function to improve time to market and reduce supply chain costs.
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A private equity-owned auto parts distributor needed to transform their AR functions to optimize the collections strategy and improve the customer experience.
Learn MoreWhile today’s age of disruption and rapid digitization has companies rethinking their strategies, few know how to translate them into action and results. We work with clients to develop and implement tailor-made solutions that deliver exponential returns.
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