The Client
IVAR S.p.A. A 56 Million Euro growing business focusing on the production of components for heating and sanitary systems. Established in 1985 and employing around 150 people, IVAR’s 20,000 m² production facility is spread over an industrial complex of 40.000m². In 2002 IVAR Italy became the production division of IVAR Group (120 Million euro), with branches in 11 countries : Italy, Belgium, Czech Republic, Slovakia, France, Germany, The United Kingdom, Canada, Norway, Tunisia, China and clients all over the world.
The Project
Carisma was asked to work with the Managing and Operations Director to design a programme of continuous improvement based on concepts such as Lean/6-sigma. The project, now on-going since September 2011 has grown significantly in scope and effort and now covers a variety of areas such as business strategy, organisational design, performance management, MIS optimisation, project management, etc.
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Pipeline Trading Co. / One of the Big-Four Accounting Firms/ A Heavy Haughlag and Quarying operator in Scotland.
The Project
Carisma was asked to lead a business process and performance investigation within a Heavy Haughlage and Quarrying operation in Scotland. Pipeline Trading was asked to consult on a business recovery project by a leading international accountancy firm, with a view to averting the liquidation of an old and respected company, which had been very adversely affected by the downturn in the construction within the UK. Pipeline concentrated on the people and funding issues within the project and Carisma were charged with investigating processes.
The brief for Carisma was to look at the business from the “ground up” and to provide a report on the current position and the weaknesses, along with a suggested and detailed change process required to maintain the business.
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Cummins Generator Technology. A 1 Bill USD manufacturing multinationals with plants in UK, China, India, Mexico, Germany and Romania and distribution centres in England, Italy, Norway, Spain, Texas (USA), Singapore and Australia. The project focussed on 8 product families, infinitely variable to satisfy customer requirements.
The Project
In times of market downturn, the business realised the limitations of the current S&OP process in planning sales and operations across their global network of factories and the possibility that the process would be equally limited in anticipating the upturn.
The project was to re-design an optimised S&OP Process, integrate Local and Regional S&OP activities into one Global Process, standardise planning procedures and enable the business to be more agile in responding to market swings.
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Laing Traditional Masonry. A 6 Mill USD contractor with offices in Aberdeen, Elgin, Stirling (UK) and Malta.
The project was commissioned by the Scottish Manufacturing Advisory Service and focussed on the UK operations.
The Project
In times of steep business growth, the business decided to implement an MIS and the final choice was for the Netsuite ERP. Following four years of convoluted implementation the business realised that the current system was not meeting their requirements. The project was to review the full implementation lifecycle, identify the roots of the current inefficiencies and provide future scenarios’ analysis that would enable the client to make an informed decision as to how to move forward.
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