Case studies
In a significant part of the assignments, the root of the problems to be solved is that individual and group interests often clash with corporate and owner interests in a covert manner, distorting the internal flow of information. Our operational, organizational and human audit methodology ensures the discovery of the actual operation, financial and income situation of the enterprise, as well as its process and operational reserves. Another most common reason for assignments is that the rapid growth of the company has not been followed by the regulation of the processes and organization, and/or the owner does not want to participate in operational management in the future, or only less, therefore not only organizational, but often also cultural change becomes necessary.
2010, Wamsler Household Appliances Co., Ltd.
The Client (owner) was dissatisfied with the company's performance in the previous period. The process and human factor review of the company, which employs 1,000 people and produces fireplaces and stoves primarily for export, revealed significant savings potential. By redefining the production processes and organization, as well as eliminating unnecessary management positions and levels, the company's operational efficiency turned into profit and reached 10% of sales revenue in the first year, which it has been able to increase ever since.
2014, Polifarbe
The company has been developing successfully since the early 1990s, and the small family business became a dominant market player in the plaster and paint industry in the 2000s. The owner's goal with the assignment was to ensure that the company's operating model would follow the significant growth in activity and sales revenue, and to transition from a family model managed by one hand to an organizational order and regulation based on the distribution of knowledge and power. As a result of the organizational and process review, not only was the operation renewed, but based on internal knowledge and information, the specific cost was reduced by more than 40% in one year, and sales were switched from sales through traditional distributors to direct user sales. The company, defying the slump in the construction industry over the past five years, tripled its sales revenue during this period.
2011, Extreme Digital
In the case of Extrem Digital, which developed from a garage company into a regional company in a few years, the owners' goal with the assignment was to help transform the processes and organization operated within a friendly framework in accordance with the dizzying growth in such a way that the distribution of power based on controlled counter-interest and the motivation systems built into the operation ensure the continuous reduction of the operational presence of the two owners, so that the company's income-generating ability is not harmed. As a result of the project, not only was the organizational structure renewed, but marketing built on online sales gained momentum, and a new controlling system was developed.
2010, Alteo
Following the acquisition of two combined heat and power plants, the owner decided to invest in efficiency-enhancing projects. The purpose of the assignment was to have a comprehensive picture of the cost reserves inherent in the power plants' legacy work processes and employee competencies before starting the investments. The owner's lack of awareness of the risks arising from process changes, as well as the protective and defiance alliance between the team members who had been working there for decades, made it difficult to see clearly. With the help of the process and human audit, a significant surplus of around 30% of live labor was identified while maintaining the operational safety of the power plants, and the circle of managers supporting the changes and technological development was strengthened.
2021, Lapker
Lapker Zrt is a company engaged in the distribution of printed press products and has been doing this activity for nearly 30 years. In 2021, we started a project with HMP Consulting. The goal was to uncover hidden reserves in the field of warehouse logistics. As the only national distributor on the market and based on the nearly three decades of experience behind the company, we were quite skeptical about the project. What could this consultant know that had escaped the attention of the "old foxes" who had been working with us for several decades...? As it turned out later, a lot. We achieved double-digit efficiency improvements, transformed the production management structure and reorganized the shifts. What did we learn from this? That it is sometimes worth looking at our problems with a different eye and that we must boldly approach even critical processes.
Redling Károly, CEO
Graboplast Plc., 2024
The purpose of the assignment is the organizational and process optimization of the almost 100-year-old production culture, as well as the conflicts caused by product innovation and market challenges. The redefinition of the production processes of the 530-employee company resulted in a significant double-digit improvement in production efficiency, the redefinition of management tasks and responsibilities made the decision-making processes more streamlined, and the time-proportional sales volume significantly increased with the organizational and process restructuring of the sales activity.
László Iván, CEO
