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SIXTHSENSE Manufacturing

For a global auto maker, an engagement to diagnose/recast their approach to strategic sourcing as a cornerstone of the business strategy for a new joint venture created to design and bring to market a new global truck platform.

For bearings manufacturer in chapter 11, identified three strategic opportunities leveraging strategic pricing, new channel acquisition and a novel approach to leveraging offshore manufacturing. Defined a workout plan and enlisted all three critical constituencies, the lender, the creditors and the management in support (after 24 months in chapter and complete lack of an ability to agree on any plan). Resulted in the successful sale of the firm and its successful emergence from bankruptcy.

For a plastic extruder/molder, engagement to reverse loss of market share and slide toward bankruptcy, required definition/implementation of a new business strategy and pricing strategy, included market analysis, re-layout of process, implementation of complete management processes. Company increased revenue by 100% and returned to profitability in 6 months.

For a plastics, rubber and composite mold-maker and manufacturer, an engagement to secure new funding by developing a new business strategy, restructuring the company accordingly, implementing new operational and financial controls and developing/reviewing a corresponding business plan with new potential lenders. New funding successfully secured within 5 months.

For an offset printing company, an engagement to increase the value of the company by breaking the existing constraints to growth. Involved assessing/realigning the business/market/channel strategies, developing/implementing s/w and procedural tools for conversion to strategic pricing and capacity utilization management.

For a start-up company in the floriculture industry, an engagement to secure second round financing by increasing process yields to sufficient levels to enable retail product launch and implementing a comprehensive management process of indicators/meetings/reports to operationally manage the complexity of the business start-up. Second round funding successfully secured within 4 months.

For a fastener manufacturer, an engagement to turn around the imminent slide into bankruptcy, included restructuring the organization, negotiating salary reductions with the union workforce, developing/implementing scheduling tools/procedures, developing new sales channels and actively increasing sales, developing/reviewing with lenders a feasible business plan.

For a major steel producer, on an assignment to value a major piece of the production capacity for an LBO bid, built an integrated cost model for what-if cost/value analysis across a range of market scenarios, model integrated coke, blast furnace, BOF and rolling mill operations costs.

For a major shoe manufacturer, developed proprietary warehousing space analysis/planning tools, utilized to optimize corporate inventory warehousing plan, and reengineered picking/shipping warehouse layout and procedures. Optimization obviated need to build a new warehouse.