Reference

Our consulting experience ranges from manufacturing, and chemical industries, commerce and management through banking, insurance and consulting firms to high-tech, telecom and new economy companies. Kellenberger Management Consulting GmbH has so far assisted numerous internationally-renowned companies as well as SMEs.

Benteler Automotive Technologies Werk Holland, Michigan, 2016/2017

Initial Situation

  • Aluminium Extrusion plant with a high operational complexity stemming from 11different aging processes that can only be put to work if every departement  cooperates optimally!
  • Has always been – and still is – highly unionised
  • BAT aquired the plant from Hydro in 2009 and never succeeded in integrating it into BAT: in 2016 the “look and feel” was Hydro, not BAT!
  • In eight years, between 2009 and 2016, the plant accumulated losses of $ 110 mioin EBIT
  • The plant had descended into creeping anarchy over many years – The Rot had become a defining feature of life everywhere in the Holland plant!

Benefits delivered

  • Start of the project in autumn 2016 – EBIT:
  • in 2016: $ – 9.5 mio, budget was $ -15 mio
    in 2017: $ – 1 mio, budget was $ – 2 mio
    in 2018: $ + 5 mio, budget was $ + 1 mio
  • Through strong, consistent and long-term stable leadership Holland was finally able to build “fast and good” communication between the customers, ME, Production, Logistics and QM
  • Today the Holland Team is a respected and competent business partner for clients + BAT
  • Today communication inside and “around” Holland is fact-based and humane
  • Today process-control everywhere in the plant is high, and getting better still!

Benteler Automotive Technologies Goshen, Indiana, plant, 2015/2016

Initial situation

  • Biggest plant for hot-forming B-pillars worldwide
  • Accumulated losses of over $ 202 Mio since 2008
  • Design, implementation and delivery of a made-to-measure Coaching-, Mentoring-, and Leadership program in 2016

Benefits delivered

  • Pre-tax result of +0.5 Mio USD in 2016
  • Management Team was strong enough to avoid „consulting projects“ in excess of $ 500’000.— in 2016
  • Reduced more than 150 FTEs in 2016
  • Stable, and positive results in 2017

wahlirüefli Architekten Biel, Schweiz, 2010 – 2016

Initial situation

  • Design and plan the handover of the firm from the founders to a executive team consisting of three partners
  • Working with the founders and the three new executives to renew and build robust internal processes resulting in a firm that is „fit for the future“
  • Design of the new business model and strategies for the future with the new executive team, and later implement this with all 15 employees

Benefits delivered

  • All shares in the firm are now owned by the three new partners
  • The two founders happily contribute and work with the new executives in „their“ firm
  • Firm is more robust and stronger with new cooperations and partnerships
  • Big and profitable new projects developed and in the pipeline
  • High-potentials spontaneously approach wahlirüefli wanting to join the team

Benteler Automotive Technologies Headquarters, Paderborn, D, 2013 - 2015

Initial situation

  • Design a new Vision and Strategy with the worldwide top 30 managers, established, developed and implemented with the worldwide top 200 managers in 2013 – BAT Focus Strategy
  • Develop, design and implement a Coaching and Leadership Program for the worldwide top 30 and the worldwide top 200 managers in 2015 – Lead the Change

Benefits delivered

  • First written Strategy in over 100 years of the company history at Benteler
  • Top managers worldwide support the Focus Strategy and start implementing and utilizing it
  • Lead the Change leads to good results in many plants and regions – results of Benteler Automotive Technologies ww (BAT) in 2015 > 130 million Euro
  • Stable and positive results continue in 2016

dm drogeriemarkt GmbH & Co KG HQ, Karlsruhe, D, 2012 - 2014

Initial situation

  • New design and re-launch of all processes, structures, and organisational interfaces in the central purchasing-, marketing-, and communications division for dm drogeriemarkt Germany
  • Analysis, and new design in very close collaboration and together with the involved employees and managers at headquarters and in the shops, develop and implement new structures, and organisational units based on the new processes, stabilise and „build robust“

Benefits delivered

  • Efficiencies of more than € 1 mio identified, implemented and realised during the project, a further € 2 mio plus identified and implemented
  • The added focus and effectivity of managers and employees starting in 2014 laid the groundwork for a very fast and efficient implementation of initiatives like „dm bio“ and MCR in Germany, and worldwide
  • The new know-how, i.e. how exactly to design and build their own lean processes and organisational structures together in a fast and agile way is being utilised and leveraged everywhere in the “dm drogeriemarkt world“

Hamburg Port Authority HPA, Hamburg, D, 2008 - 2012

Initial situation

  • HPA2010 was a project to spin off a big (> 2’000 employees) public authority outside the public administration of the „freie und Hansestadt Hamburg“, and re-launch this new entity with cost-center accounting
  • KMC GmbH developed a made-to-measure Change Management program that involved every employee at HPA actively into a structured process of dialogue, self-reflection and self-management and supported this process with formats for focussed „learning-from-each-other”

Benefits delivered

  • Established a new culture of open dialogue about effectiveness, performance, success and leadership everywhere at HPA
  • The top management team at HPA is well-established and has started to change the organisation in a positive direction
  • Managers and leaders in the 2nd Line, i.e. „behind“ the top management team, have started to accept their responsibilities, and to develop their own capabilites to „take charge“ in a positive way

Faurecia Plant Cleveland Mississippi, 2005 – 2008

Initial situation

An automotive supplier plant, newly established in April 2005:

  • Changes the plant manager every two months
  • Looses $ 4-5 mio every month
  • Has 280 employees in quality assurance – out of a total of 650 employees

Benefits delivered

  • A strong and focussed Management Team
  • 2nd Line Managers – i.e. Middle managers „behind“ the Management Team – are also strong and focussed
  • In July 2006 – when first measured – PPMs were at 240’000, in July 2008 they were at 12 – better than the industry average
  • Starting in January 2008 customers gave outstandingly positive feedbacks in many different topics
  • The awareness and self-regard of employees and managers changed: from „victims to shapers-of-their-destiny“ – and with this to „global manufacturing excellence“ for the plant!

Kappa Packaging Kappa University, Eindhoven, NL, 2002 - 2005

Initial situation

  • Develop, design, pilot and deliver an international Leadership Academy for a very successful packaging group in Europe
  • Deliver the Workshops and Coachings on all levels, starting with the CEO to Team Leaders – in 12 countries in Europe, build and lead a team of eight international Management Trainers, deliver in seven languages

Benefits delivered

  • Outstandingly positive feedbacks from participating leaders and managers
  • Highly effective, agile and long-term connected team of top trainers
  • The Kappa Packaging group is fit for the take-over by Smurfit, and strong enough to develop further within Smurfit

Other clients

  • Agilent Technologies - Geneva, Switzerland
  • AlnaturA Produktions- und Handels-GmbH - Bickenbach, Germany
  • dm drogeriemarkt - Karlsruhe, Germany
  • Droege & Comp. Internationale Unternehmer-Beratung - Dusseldorf, Germany
  • Eberspächer Exhaust Systems - Esslingen, Germany
  • 
Filiadata IT-Systems - Karlsruhe, Germany
  • Faurecia Automotive - Paris, France
  • Faurecia Automotive Seating North America - Troy, MI, USA
  • Faurecia Deutschland Autositze GmbH & Co. KG - Stadthagen, Germany
  • Faurecia Abgastechnik GmbH - Fürth, Germany
  • Faurecia - plants Bakov and Pisek, Czech Republic
  • Faurecia - plant Torsas, Sweden
  • Gerolsteiner Brunnen GmbH & Co. - Gerolstein, Germany
  • Hamburg Port Authority AöR - Hamburg, Germany
  • Harley Davidson Europe - Mörfelden, Germany
  • Hugo Boss - Metzingen, Germany
  • Hugo Boss North America - Chicago & New York, USA
  • 
IMG Information Management Group - St. Gallen, Switzerland
  • 
itelligence - Bielefeld, Germany
  • 
itelligence North America - Cincinnati, Ohio, USA
  • Kappa Packaging International - Eindhoven, the Netherlands
  • 
Kappa Packaging Deutschland GmbH - Brühl, Germany
  • Klöckner & Co, Stahl- und Metallhandel - Duisburg, Germany
  • Nordex Energy GmbH - Rostock and Hamburg, Germany
  • Recticel - Brussels, Belgium
  • 
RUAG Aerospace, SF Emmen - Emmen, Switzerland
  • SAP SI - Bensheim, Germany
  • SBB, Swiss Federal Railways - Bern, Switzerland
  • Swisscom Fixnet - Bern, Switzerland
  • 
Tenneco Automotive - Edenkoben, Germany
  • 
Tecan - Mannedorf, Switzerland
  • T-Systems Schweiz AG - Zollikofen, Switzerland
  • yourposition.ch - Zurich, Switzerland
  • ZF - Friedrichshafen, Germany
  • 
ZF do Brasil Ltda. - Sao Paulo, Brazil
  • Zschokke General Enterprising - Zurich / Switzerland

The above companies have agreed to be listed as referees on the website of Kellenberger Management Consulting GmbH.