Production, industrial maintenance, quality management and process management are obviously at the heart of many industrial issues. These areas (commonly referred to as manufacturing) are being disrupted by market developments, societal changes and technological disruptions. As a result, it is essential to have a clear and detailed strategy for those who need to adjust their production model amid business challenges. 

We assist industrial companies both in the upstream phases of diagnosis and in the implementation of roadmaps, focusing on six major priorities. These include the redesign of industrial (and logistics) systems, Make or Buy strategy, performance optimisation, setting up a network of excellence, improving agility and digital transformation.

Thanks to solid operational experience, our consultants rely on tried and tested techniques, combining strong analytical capability to provide pragmatic and workable recommendations, and onboarding techniques for clients.

Get in touch

Jean-François Laget

Partner

Phone +33 (0)1 55 46 13 00

Email manufacturing.france@argonandco.com

Get in touch

Dave Alberts

Partner

Phone +44 (0) 845 644 6972

Email manufacturing.uk@argonandco.com

Manufacturing case studies

Global Lean Manufacturing performance assessment

Global Lean Manufacturing performance assessment

Water treatment specialists Veolia Water Technologies (2 B€ revenue) asked us to assess the industrial maturity of Equipment and Chemical Products production sites.

The challenge was to understand where are the performance improvement areas by relying on the Lean Manufacturing principles, in comparison with the best practice industrial standards.

Those audits are carried out at eight production sites in the world, in order to take a representative picture of the operational reality of Veolia Water Technologies.

Our role

  • Assess the Manufacturing organisations and capabilities to identify gaps with Best In Class practices and potential internal best practices to be cross-fertilised
  • Capture Manufacturing figures to give feedback to the Top Management of the Business Unit
  • Design a Master Lean Transformation Plan to drive change within the Business Unit and improve profitability

Results

  • The audits were carried out by Lean Manufacturing experts, based on 8 key criteria and in comparison with industrial standards “cross industries”: -12% on Manufacturing costs
  • The audits allowed (i) to take a picture of current good and bad practices of the industrial assets (ii) to catch figures about the operating of the 8 audited sites (iii) to identify the performance improvement areas and build action plans by workshop

Manufacturing footprint re-engineering

Manufacturing footprint re-engineering

Bouyer Leroux is the French leader of clay bricks and terra cota building materials (400 M€).
According to its growth strategy, Bouyer Leroux acquired “Imerys Structure” (~75M€ Sales).
Bouyer Leroux wanted to prepare the integration of “Imerys Structure” teams (now called “Bouyer Leroux Structure”) within the SCOP (a legal structure where all employees are shareholders), and asked for Argon help on four main topics: industrial capacity optimisation (define the new production network on French territory) and definition of Supply Chain, Purchasing and Customer Service target organisations.

Our role

  • Map the (delivered) cost price of each product, product line and Manufacturing units to be able to make some production arbitrages (in terms of volumes, location, yield…)
  • Model potential scenarios of footprint re-engineering and assess financial impacts on a proforma P&L
  • Identify organisational synergy opportunities and assess short term and long term social impacts

Results

  • Design of a dynamic cost model to assess economical impact of each industrial network modification: +10 pts EBIT
  • Definition and sizing of Supply chain, Purchasing and Customer service organisations with identification of synergy opportunities between 2 structures and estimation of all HR impacts
  • Evaluation of purchasing savings potential and implementation plan + complete transformation Master Planning definition support

Make or buy strategy

Make or buy strategy

Safran Labinal Power Systems is a global leader of electrical parts for Aerospace and Defence, with more than 700 M€ of revenue.

The company is reviewing its Manufacturing strategy and its capability to optimise its product design (APU generators).

Representing a significant part of the Generator costs, winding parts are identified as a potential lever of optimisation.

Should the company make its own windings or supply them directly from the market?

Our role

  • Develop a dynamic price/cost model to identify the part of winding materials into final products
  • Develop a cost model to assess the external competitiveness of potential suppliers
  • Assess internal and external manufacturing capabilities and processes’ robustness to identify potential improvement gaps

Results

  • Internal assessment of economic competitiveness and technological segregation on current and future technologies
  • External assessment (suppliers and competitors) on manufacturing and MRO practices and comparative cost analysis
  • Scenario modelling and decision grid based on a documented {strategic importance x economical competitiveness} matrix