DMAIC case study

• Taskforce Delivery: Solutions for Failing Product Lines

  In manufacturing, failing product lines can wreak havoc on a company’s relationship with its customers. When things reach a critical point, and penalties start piling up, our Taskforce Delivery service steps in. While business turnarounds typically address issues across the whole company, Taskforce Delivery zooms in on failing processes that need urgent attention. The goal? Quick, aggressive action to get things back on track before further damage is done.

  Who Makes the Call for Help?

  Calls for help often come from two directions. Either the supplier, knowing their performance is in freefall, or the Original Equipment Manufacturer (OEM), whose purchasing team has grown frustrated after exhausting all efforts to fix the problem. More often than not, it’s the OEM that reaches out, saying, “We’ve tried everything, but it’s not working.” In some cases, the supplier wants to avoid escalation and bring us in before things worsen.

  When time is of the essence, we waste no time. Typically, we’re on-site within 24 hours, and our record stands at receiving a call at 10am and arriving at the plant by lunchtime.

  The First Step: Find the Leadership

  The very first thing we do is locate the most senior person in the company. There are two reasons for this. Firstly, to see if they are aware of the issue. It’s not uncommon for the leadership team to be in the dark, even though those below them are grappling with the problem. Without their involvement, any solution we suggest won’t have the necessary backing. Secondly, we work closely with the most senior operational staff to walk through the production process, mapping out where the failure might be occurring.

  Often, the OEM has a theory about why the product line is failing, but the root cause can be something completely different. Getting to the heart of the issue quickly is crucial to our process.

  The Initial Assessment

  At this point, it’s typically just one person from IMIG making that first day assessment on-site. Bringing in a full team before we know the nature of the problem would be inefficient. Whether the issue is related to quality, delivery, technical factors, or the workforce, the key is identifying it swiftly so we can deploy the right team from IMIG to address it.

  When a Taskforce Becomes a Full Turnaround

  In some cases, what starts as a product line problem reveals broader company-wide issues, such as cash flow problems or deeper operational strategic challenges. In those cases, the taskforce delivery may evolve into a more comprehensive turnaround, but our initial goal remains the same: fast, effective action to prevent further damage.

  An Example of Taskforce Success

  One of IMIG UK’s earliest Taskforce Delivery successes involved a client with two failing factories. We were given 12 weeks to deliver results, but within just five weeks, we had one factory running at 100% efficiency. By week seven, both factories were fully operational, marking the fastest recovery ever for an OEM.

  If you’d like to find out more about our Taskforce Delivery service, connect with Simon Lucas via LinkedIn or contact us here.

   

  FAQs on Addressing Failing Product Lines in Manufacturing

  What are the common causes of product line failures in manufacturing?
  Failing product lines in manufacturing often arise from quality control issues, operational inefficiencies, supply chain disruptions, or design flaws. Defects may result from errors during production, such as material deficiencies or assembly mistakes. Downtime due to equipment failures can disrupt schedules, while supply chain issues, like delays or shortages, lead to insufficient materials. Additionally, flaws in product design can compromise functionality or quality, regardless of how precise the manufacturing process is.

  How can manufacturing companies identify the root causes of product line failures?
  Manufacturers can identify the root causes of failures by using techniques like Root Cause Failure Analysis (RCFA) or Statistical Process Control (SPC). These methods help analyse production processes and pinpoint underlying issues. For example, RCFA provides a structured approach to understand why failures occur, while SPC monitors operations to ensure they stay within quality parameters. These tools, combined with failure analysis strategies, enable companies to take targeted corrective actions.

  What steps can be taken to prevent future product line failures in manufacturing?
  Preventing product line failures requires proactive measures, such as implementing preventive maintenance programs, standardising work procedures, and conducting regular quality audits. Maintenance ensures equipment operates efficiently, while standardised procedures minimise production variability. Regular audits help identify issues early, allowing prompt corrective action. Additionally, empowering employees to take ownership of quality helps a culture of continuous improvement and vigilance, reducing the likelihood of future failures.

   

• The Importance of Employed Manufacturing Consultants

  The Way We Deliver our Values Through Employed Consultants 

  We take pride in the way we deliver our consulting services, and a key part of that is through our team of employed manufacturing consultants.  

  90% of the IMIG team is employed, and we maintain 10% flexibility to adapt to a project’s needs. This intentional structure sets us apart from competitors who rely on third-party contractors. By keeping our core team in-house, we uphold our company’s values, culture, and behaviors in every interaction with clients. 

  Using third-party consultants on a regular basis can dilute the customer experience. External contractors often set their own agendas and manage their own diaries, which can delay response times and impact the quality of service. At IMIG, we ensure that our consultants are fully aligned with our clients’ goals, and that commitment is much stronger when they’re part of our team. When we employ a consultant, their success is our success, and that close alignment makes a significant difference in the outcomes we deliver together as a team. 

  Our commitment to quality is also reflected in our framework agreements, which guarantee that every consultant we place on a project has prior experience and a proven track record of delivering results. We don’t just fill roles; we match clients with consultants who have the skills and experience to make a real impact. 

  Continuous improvement is a value we champion, both for our clients and within our own organisation. By having employed manufacturing consultants, we invest in their ongoing learning and development, offering apprenticeships and other training opportunities. This ensures we’re always bringing the most up-to-date knowledge and expertise to our clients’ projects. 

  Our approach is simple: when we invest in our people, our clients see the results. 

  To connect with any of our team on LinkedIn click HERE.

• Strengths That Engineers as Manufacturing Consultants Contribute

  By Ashley Fox, Senior Consultant, IMIG

  As a manufacturing engineer by trade, I knew there would be gaps in my experience when stepping into a new role working alongside other manufacturing consultants. However, the tools and approaches I developed over the past decade as an engineer have provided an invaluable foundation for thriving in the world of manufacturing consulting.

  Inquisitiveness: The Core Trait of Engineers as Manufacturing Consultants

  Of course, everyone thinks that their approach is best and has confirmation bias with regards to their own experience, but I believe that there is a unique mix of invaluable traits that a manufacturing engineering background provides compared to other disciplines. The first of which is a key trait I look for in all manufacturing or production engineers, is inquisitiveness. Whilst all engineers are, by nature, curious, I believe that manufacturing engineers have self-selected themselves because of their desire to figure out how things work and then how to fix or improve them. This also forms the underlying foundation of my approach to consulting.

  Transitioning from Engineers to Manufacturing Consultants: The Roles

  As a consultant with IMIG, I get involved in different types of projects and take on different roles. Although a project is always unique, and there is more nuance than what’s listed below, it can essentially be broken down into three main types:

  • Turnaround and supplier management/escalation.
  • Project management, such as NPI, a plant or facility move, conducting due diligence on a merger or acquisition.
  • Business improvement, leading strategic workshops, lean coaching, or interim roles.

  Identify Root Causes

  Often in a turnaround or supplier escalation, the underlying root cause of a problem will not have been identified, and the existing team is fully occupied dealing with the symptoms and trying to keep the business’s head above water. They may even have been dealing with the problem for so long that they no longer see the issue, like a frog in a slowly boiled pot.

  In these situations, the problem first needs to be properly understood and quantified. A set of metrics or KPIs need to be established to identify the scale of the problem since, as the adage says “If you can’t measure it, you can’t improve it”. This can be met with resistance from people under pressure and can be seen as a consultant just adding more work to the busiest people just to try and justify their position. This is where a manufacturing engineer’s problem-solving tools and manufacting consultants leadership mindset combine best, using facts and persuasion to influence the attitude and behaviours of other people.

  Enhancing Operations

  As one of the main roles of a manufacturing engineer is to increase the efficiency of an assembly line and these situations are where the roles have been most closely aligned. The requirement to improve any element of Quality, Cost, Delivery (in my experience usually the latter), is one where the application of waste reduction through time and motion studies, process optimisation and standardisation, layout improvements, manpower planning, tooling reviews, optimising inventory levels, designing in-process checks, and creating maintenance plans will drive improvements in the QCD triangle.

  Identifying & Removing Waste in Business Processes

  It’s not just operational problems that manufacturing engineers can address; waste can be identified in any business process. Since the problems are different, the methods of identification, root cause, and mitigation activities are different as well. This is part of developing the consultant’s toolbox and having the experience of my fellow consultants to fall back on, but the thought processes, controls, and tracking of those risks follows a similar methodology. This can involve identifying blockages or single points of failure for a business such as machinery, people, knowledge, or identifying bottlenecks in systems that are preventing or delaying necessary changes from being made. This has been a great opportunity to experience wider elements of organisations and continue to learn and develop.

  Risk Management

  Successful project management often comes down to developing detailed plans, controlling risk, and ensuring enough resources have been provided for the relevant stakeholders to achieve it. In manufacturing, risk assessment is done through virtual builds, supporting or leading DFMEA or PFMEA activities, and supporting with the creation of control plans and risk assessments for a production line or product. As manufacturing consultants, this is mirrored, but regarding a whole project, business, or even an industry. Fundamental skills are essential when there’s less structured assessments of risk, and it’s usually one of the first things that you’ll undertake when starting any new project. Good manufacturing engineers are confident communicators, can handle timelines and deliverables effectively, and can accurately work through operational and capital costs to keep track of budgets. For instance, it may be necessary to value work-in-progress at different stages of value add, to ensure warehouse stock isn’t obsolete, or to inventory the tooling or machinery required for an end-to-end manufacturing process and highlight where capacity constraints or a single machine failure would lead to a loss of production.

  Strategic Support and Leadership Augmentation

  The final sector to discuss is what many people think of as more traditional manufacturing consultants and it’s is more directly related to my previous experience managing and leading teams, both in business and in the military. We are often brought in to support or augment the existing leadership team of a business to help identify and/or implement business strategy. These can be short-term in the form of leading strategic workshops, medium-term by helping to develop and monitor plans, supporting the leadership team, or longer-term by stepping into interim roles or long-term coaching and support of the executive team.

  A Unique Insight

  Although there is a less tangible link for a manufacturing engineer between this element and the others, there are however a range of interim roles that manufacturing engineers are suitable for, spanning anything from engineering, operations, plant quality, or logistics. By analysing where the business is, where it wants to be, how to get there, assessing the risks, and creating a risk mitigation/control plan, objectives can be set and measured against. It can also be helpful for the senior leadership to have the support of someone independent with the ability to dissect operations and manufacturing issues and provide confidence by validating progress and confirming figures are correct.

  The Next Steps

  In summary, obviously, these skills don’t translate to create a one-size-fits-all consultant; there’s no overlap with selling or marketing. However, it shows the key skills that manufacturing engineers can provide to support operations and leadership teams for a manufacturing business. They can repurpose skills they’ve developed and deploy them elsewhere in the business, using their unique insight into process optimisation to drive improvements across an organisation.

  Personally, since I took on the role of consultant, I’ve experienced a wide array of different manufacturing methods to practise my skills and continued to hone my leadership skills, influence and authority. I’ve also worked closely with and experienced greater exposure to the overarching role that finance plays in businesses and have started formal training with CIMA to qualify as a management accountant.

  To get in touch with IMIG contact us HERE

• Business Turnaround and Transformation – Beyond the Numbers

  At IMIG, Business Turnaround and Transformation isn’t just a service – it’s a lifeline that goes far beyond number crunching. In this article, we dive into the importance of uncovering the underlying issues that often go unnoticed within a company, and how addressing these is crucial to transforming a business from the ground up.

  Uncovering the Root Causes

  As a business owner or investor, the first signs of trouble usually appear in the financial numbers. While restructuring efforts often focus on these financial levers, the real root causes of distress typically lie deeper within the operational aspects of the business. These are the areas that senior management may be blind to, and this is where IMIG steps in. We look past the numbers to uncover the true operational issues driving those red figures. Our role is to give clients a clear plan, partnering with the financial team or the Chief Restructuring Officer (CRO), to restore the business, deliver value back to the investor and ensure continuity of supply to the customer base.

  Real-World Examples: Digging Deeper Than Financial Figures

  Take, for example, a recent project with a client where material costs were through the roof. Most financial experts would quickly point out that excessive scrap was the issue and would recommend controlling it. But what’s really causing that scrap? It wasn’t until we dug deeper that we discovered the problem was the use of improper cutting tools. The regular knives used to open boxes, which ensured products remained undamaged, had run out. Staff were using replacement blades that were damaging the carbon fibre products inside the boxes. This £1 blade was causing the company to scrap hundreds of thousands of pounds worth of products – a detail that would never have been uncovered in the boardroom or by looking at financial numbers alone.

  Another example involved a client with a super expensive product being scrapped, and they spent months trying to identify the cause, carefully assessing each phase. After extensive investigation, we found that a broken floor was the culprit. The product was being damaged as forklifts transported it over the damaged area between production phases. Such operational issues, though seemingly minor, can have massive financial impacts that are not immediately visible through financial analysis alone.

  The Risk of Single-Source Suppliers for OEMs

  We often see OEMs with a single-source supplier showing interest in our business turnaround solutions. This scenario is incredibly risky, and one we see often. If something happens to that key supplier, the entire OEM’s business is at risk, and without a backup plan, the consequences can be dire. The financial impact of such disruptions is far greater than the cost of the parts themselves, highlighting the need for comprehensive operational risk assessments.

  The Critical Role of Operational Insight for Investors and Financial Institutions

  Investors and financial institutions, too, have significant exposure. When they invest in a company, they often rely on financial data. Their due diligence processes might miss crucial operational details. For instance, a walk around on the shop floor assessing that the stock levels match those on the balance sheet could lead to error because the stock is actually outdated, often the part number is correct, but the engineering level is different. Often by the time this is realised, it is too late, and they have invested but the stock on the balance sheet worth hundreds of thousands of pounds are effectively worthless in the real world. This is where our operational insights can make a difference, preventing costly oversights, as we would have spotted this.

  Providing Extra Support for Executing Recovery Plans

  Sometimes, our role in a business turnaround is not about rescuing a failing company but about validating the owner’s plan and providing the extra horsepower needed to execute it. When a business is under stress, the owner often has a good plan for recovery, but the team is too embroiled in day-to-day operations to focus on execution. By bringing in a small, focused team from IMIG of just 3 to 4 people for a few months, we provide the support necessary to get the plan off the ground without the long-term costs associated with hiring permanent staff. This approach is particularly effective for family-owned businesses, where personal attachment and legacy play significant roles. Our goal is to implement a critical plan that respects the owner’s passion for their business, but ensures it is not delivered in a critical way.

  The Value of Early Engagement with Consultants

  The CRO link is especially important to us. In the financial industry, consulting is a norm, with many accountants moving into consulting roles as they progress in their careers. However, in the manufacturing and operational sectors, consulting is often perceived as a last resort, which can lead companies to delay seeking help until the situation becomes dire, as internal efforts to address the challenges may not have yielded the desired results. Engaging consultants like IMIG early on can help address problems before they escalate, providing a much faster and more effective turnaround. It is most definitely not a failure. We pride ourselves in partnering with our clients, maintaining jobs and growing existing strengths. By intervening early, we help companies not just survive but thrive.

  FAQs on Business Turnaround and Transformation

  1. What is business turnaround, and how does it differ from restructuring? Business turnaround involves identifying and addressing the root causes of a company’s financial and/or operational distress, often focusing on operational inefficiencies. Restructuring typically focuses on financial levers, such as debt reorganisation.
  2. What is turnaround consulting?
     Turnaround consulting helps struggling businesses regain stability and profitability by identifying root causes of distress, creating strategic recovery plans, and guiding their implementation. The goal is to prevent insolvency, protect jobs, and restore value to stakeholders.
  3. What does a business turnaround consultant do?
     A business turnaround consultant identifies the causes of a company’s financial or operational distress, develops a strategic recovery plan, and guides its implementation to restore stability and profitability. They focus on restructuring, cost-cutting, and operational improvements to ensure long-term viability.

  Proud to be a member of The Institute for Turnaround (IFT)

  The Institute for Turnaround (IFT) is the only body to accredit turnaround professionals globally, and for us this is our CEO, Alun Tribe. Each member is accredited to the highest standard, peer reviewed and must demonstrate significant experience in helping under performing businesses avoid unnecessary insolvencies. Bringing together independent professionals, bankers, investors and advisers that evolve together and respond to new challenges and trends. It’s a membership we’re very proud of.

  Early engagement is key. If we can assist you today, please contact us, we are often onsite within 24 hours.

• Paul Marron – Reflecting on his Two Years with IMIG Consultants

  When asked what the past two years have been like working for IMIG Consultants, without hesitation Paul says, “Absolutely fantastic, I’ve loved it!”

  But what initially drew him to the company? “It was basically Alun, I’d worked with him before. Alun recruited me into my first role in automotive back at SMR in 2015, but we only had a year working together there. Then Alun moved on, and in time, it was the catalyst for me to move as well, as the dynamic of the team changed with his departure. He is genuinely a nice guy, hardworking, he cares about his team and he is very driven.”

  The work ethic is different at IMIG. If you have read our staff profiles that we have shared here on LinkedIn, you will hear loud and clear that IMIG operates with no hierarchy. Everyone respects everyone, regardless of position, and this is Paul’s experience too. “I have a healthy respect for Alun’s role and position, but it doesn’t mean I can’t say things like I would if I was talking to a mate. I tell him; we are very transparent, which leads to complete trust in one another.”

  “Everybody together, that culture goes through all of us,” says Paul when asked about the culture of IMIG. “It’s one of the key values Alun looks for when recruiting people.” And when asked how he came to join IMIG, Paul said he reached out to Alun—not to ask him directly for work, but to see if he had any connections that were looking to recruit. Paul got a message back from Alun on a Saturday night. He was at a wedding in France but said, “Don’t talk to anyone else. IMIG are hiring, I’ll chat with you tomorrow!” Following that phone call, Paul started with IMIG the next Monday and got stuck into a client project the same week.

  Paul has worked on many notable projects. “It is difficult to choose one, but if I had to, it would be a client I worked with in Virginia Beach. When I arrived there, they were under assessment and deciding if the plant should remain open. The welcome was frosty. The management just assumed we were consultants in suits, going to shut them down, and they would lose their jobs. It took a few days to slowly convince them that we were there to help them turn around and improve their performance. It was so sweet to see the change in them when the penny dropped that that was the case. We’re not traditional consultants. They realised that I was personally invested in the turnaround with them, continuously trying my very best to guide them to success, celebrating their achievements and giving constructive feedback on areas that might have gone exactly to plan. That project was a success. The plant went from almost being closed, to hitting all our KPIs, and the parent company provided further investment to help them grow.”

  Looking ahead, Paul is enthusiastic about the company’s future under Alun’s leadership. “Alun’s vision and drive have always been clear, and now with him at the helm, I’m excited to see how we continue to grow. The culture he’s built, combined with the ambitious plans he has for the business, makes this a great place to be. I’m looking forward to being a part of that journey.”

  We’re always looking for top talent. If you like what we do, drop us a line for a chat, contact us here.

  You can connect with Paul via his LinkedIn.

• Introducing IMIG Programme Management Services

  In this introduction to IMIG’s programme and project management services, discover how our services could benefit execution and delivery in your business.

  Programme and Project Management

  Providing Project Management resources and Programme leadership to drive project execution.

  Our Programme and Project Management consultants specialise in providing guidance and expertise in managing and overseeing complex programmes within clients’ organisations.

  We work within our clients’ existing teams and processes, utilising our skills and experience to bring structure and control to their delivery.

  Project Assessments

  Assessing project and programme health to identify areas for improvement and recommended proactive actions.

  Our Project Assessments give you a complete, independent picture of how a project is performing in accordance with meeting its objectives and adherence to delivery methodologies.

  Following a well-defined assessment process, we identify proactive actions to improve the current status and future path of the project and improve the probability for successful delivery.

  Programme Roadmap Development

  Defining a roadmap to turn your business strategy into an achievable delivery plan.

  Our Programme Roadmap Development breaks down the achievement of your business strategy into manageable chunks with the structure to ensure a focus on delivering the required benefits.

  Working with clients’ business strategy we build a structured programme approach, creating projects to produce the required outputs, facilitating short and longer term resourcing planning.

  Project Recovery

  Assessing issues and root causes, implementing solutions to guide troubled projects back on track for successful delivery.

  Our Project Recovery is ready for when projects are experiencing significant delivery challenges, such as missed deadlines, budget overruns, scope creep, communication breakdown & benefit erosion.

  Following a well-defined recovery process, our consultants develop an appropriate course of actions to quickly restore project control and preserve project value and stakeholder support.

  Author Ed Shrimpton, Senior Consultant.

  Key Services provided by Ed:

  • Programme Management
  • Business Turnaround and Transformation
  • Interim Leadership

  For further information on these services and how we can add value to your organisation please get in touch via [email protected] or +44 7450 218 746

• Embracing Interim Leadership in the Global Manufacturing Sector

  Many businesses often find themselves at a crossroads, facing unprecedented challenges that threaten their existence and require immediate attention. When internal efforts fall short, it becomes imperative to seek external expertise, and quickly. This is where interim leadership steps in, offering a lifeline to companies in distress.

  In this blog we explore the unique aspects of interim leadership and why it is a strategic choice for manufacturing companies worldwide.

  Recognising the Need for Change

  Manufacturing companies experiencing distress must firstly acknowledge their problem at the most senior level. Whilst this may seem simple, it is by far the biggest challenge. Ego’s aside, everyone must accept that their current strategies are falling short and that they need to be open to embracing change.

  This openness is a critical component for successful transformation. Without the full commitment of everyone in the organisation, from the shop floor to senior management, any attempt at change is far harder and will take longer, a luxury these organisations do not have. Typically, these companies have exhausted various internal solutions and have come to the realisation that they need an external perspective to get the desired results – quickly.

  Our Role as Interim Leaders 

  Interim leaders bring a fresh, unbiased perspective, untainted by internal politics or agendas. We are professionals with extensive external knowledge and experience working with senior level executives in the manufacturing sector. Unlike turnaround specialists who operate from the sidelines, we step into C-level executive roles, gaining comprehensive access to the entire organisation. This deep integration allows us to make informed decisions and implement changes swiftly and effectively. 

  One of our key strengths is our ability to view the bigger picture. We encourage company leaders to put aside their egos and prioritise what is best for the company. This sometimes involves making difficult sensitive decisions that internal managers might avoid. Our motivation is purely centred on the outcome our clients have asked for. Unlike internal managers, we are not driven by personal gain but by the results we deliver.  

  Openness, Transparency, and Trust 

  The cornerstone of successful interim leadership is having a culture of openness, transparency, and a willingness to change. We work hard to build trust within the organisation, which is essential for driving meaningful change. Our objective viewpoint allows us to critically assess existing processes and challenge the status quo, “we’ve always done it that way,” are critically examined to identify inefficiencies and areas for improvement. 

  Decisions with Courage 

  Interim leaders have the bravery and courage to make tough decisions. Often, these decisions involve significant changes that may be met with resistance. However, our external perspective and experience equip us to handle these challenges effectively. This decisiveness is crucial for companies in distress, where hesitation can lead to further decline. 

  Collaborative Approach  

  Manufacturing companies depend heavily on their supply chains. Frequently, we work with a client’s suppliers who may be experiencing difficulties. By stabilising the supply chain, we help ensure the continued operation of all the businesses involved. 

  Investing in Expertise 

  A common concern among companies considering interim leadership is the cost, especially when a business is already in financial difficulty. However, the return on investment is significant. We are experts in our field, chosen by many for our ability to deliver results quickly. Our expertise can turn around a company’s future success. Embracing interim leadership is a bold step, but it can lead to remarkable turnarounds and long term success. As consultants in the manufacturing sector, we pride ourselves on being the catalyst for transformation, guiding your company through its most challenging times and to emerge stronger. 

  Transitioning to Permanent Leadership  

  A crucial aspect of interim leadership involves identifying, coaching and mentoring the right candidate to permanently fill the position once the interim leader has gone. This process helps eliminate the need for ongoing external interim support and cost, making it an integral part of the overall interim leadership solution. 

• A New Chapter : Why We Rebranded, by Alun Tribe, IMIG CEO.

  You’ve probably noticed we’ve recently unveiled a new brand identity and website. But what’s driving this change? In this article, Alun Tribe, IMIG CEO shares the vision behind the rebrand and what the future holds for IMIG.

  Alun’s vision and ambition

  Alun Tribe always aspired to build a large consultancy but knew that true growth required partnerships. So, in January 2020 his business, Atlas Clever Consulting, bought into the IMIG brand, and IMIG UK was born, a move driven by the desire to leverage the economies of scale and reputation of a bigger brand. When the previous owner decided to step back, Alun saw an opportunity to take on a more significant role within the organisation.

  A period of change

  In January 2023, IMIG UK became the major shareholder and the head quarter of the entire group, and Alun was appointed CEO. That year was focused on stabilising and solidifying our internal best practices. We launched an initiative called “Sign Ourselves as a Client,” where we critically assessed our business as if we were our own client – no holds barred. Everyone in the company was tasked to run an assessment of our own performance.

  The exercise proved invaluable, leading to consistent standards across all operations globally and identifying areas for improvement and growth opportunities. Beyond systems and processes, it gave us the perfect platform to ensure we were creating a supportive environment that our employees are proud to be part of.

  This project also highlighted the need to prepare for the retirement of key people in the US, China, Germany, and Japan. It gave us the chance to build the team before that knowledge left the business. Germany, being the founding location and a crucial hub for the automotive industry in Europe, needed careful attention. We appointed a new, Germany-based general manager ensuring IMIG’s legacy here continues to thrive and grow.

  Creating lasting partnerships

  Partnerships have always been at the heart of our business; it is one of our company values. Everyone in the company is seen as a partner, when you work with, or visit clients, you’re not there as a consultant, you’re there as a partner. It is the legacy each person in IMIG leaves behind, not just the work they do day-to-day that creates impact, helping us be known and trusted on a global scale. Our vision goes beyond short-term goals; it’s about ensuring long-term success and trustworthiness.

  A visual identity to match the customer experience.

  In June 2024, a share buyback meant that Atlas Clever became the sole shareholder and owner of IMIG worldwide, meaning we took full control of our brand and online reputation. Soon after our new website and rebrand was launched, with fantastic feedback from our clients and our internal team.

  While our customer experience was solid, our messaging in the marketplace was unclear. Our old website had become cluttered with over 150 pages of content, making it difficult for a potential client to understand who we are and what we do. Our face-to-face interactions were strong, and our online presence needed to reflect that same strength.

  The same thought was given to the company logo and branding. During a visit to IMIG Japan and its customers, the power of brand identity really stood out through the culture.  “It was on an evening walk looking across Tokyo, the branding of every corporate HQ was illuminated, and I realised we needed our own”.  Our new logo reflects the partnership we aim for with two people forming the “I”.  The letter I is also important for us because IMIG stands for International Management and Innovation Group, and we are proud of our global presence and our focus on always trying to innovate.

  The future of IMIG

  Looking ahead, Alun envisions significant growth for IMIG over the next decade. While we aim to expand, our focus firmly remains on maintaining the quality of our client and partnership experiences. We see potential for growth through organic expansion, acquisitions, and advancements in the digital environment, particularly with IMIG AI. However, our growth is not just about becoming bigger; it’s about ensuring that our clients benefit from our services.

  The “Net Benefit” pledge

  Central to our vision is a collective commitment to the “net benefit” calculation. This measures the financial benefits IMIG delivers to clients, minus the cost of us delivering it. We believe the client needs to see the benefit for them too.

  In fact, such is the commitment to delivering tangible, measurable benefit for our clients, it has become the number one KPI within the company. Each consultant, project and location must manage their net benefit. The reason for this is twofold; evidence we are making the client happy because they’ve received a net benefit; but crucially, it also allows our client to demonstrate internally that they made a great, beneficial business decision.

  You’ll notice the net benefit calculation is placed boldly on the website homepage, prompting the question, “Are we serving our customers well?” Alun proudly states, “We have a goal of delivering $1 billion net benefit by 2033, and in 2023, we helped our clients gain $86,320,156. So yes, we are on track.”

  Ultimately, our rebrand was about streamlining our message and ensuring a consistent customer experience worldwide. We’re excited about this new chapter and confident that this refreshed identity better reflects who we are and where we’re headed.

  If we can help support your manufacturing business, you can reach out to us here.

  You can connect with Alun Tribe, IMIG via his LinkedIn.

• IMIG Supplier Assessment – Fit for the Future

  Lean processes and management systems should inspire the sustainability and productivity of your company in the long term. IMIG supplier assessment supports your company in this lean transformation. The starting point of this continuous improvement is a 3-day assessment, which is specifically tailored to your needs. At the end of the assessment, an evaluation of the current performance status, the causes of the problems and an implementation plan for your company are provided.

  THE CHANGE PROCESS IS INITIATED

  Not only production is subjected to the change process, but all areas of your company! In the assessment, a comprehensive picture of process, organization and leadership is described. “We have the task to support your processes, your organization and your leadership with special knowledge in the direction of best practice” says the expert team of IMIG.

  In the first step, the goal of the assessment is to provide a clear picture of the current situation of the company for the respective topic category (see Figure 1). To this end, we conduct interviews and small workshops with your employees, obtain data and compare it with best practice criteria. In addition, a simplified value stream analysis is carried out in cooperation with you, which includes the visual representation of the flow of goods and information from the supplier to your customer.

  After this recording phase, we get to the bottom of the current problems and causes. These can vary greatly depending on the company and industry. Here, we conduct more in-depth interviews with the departments and persons concerned or analyze further data.

  Based on the results of the as-is analysis, potential for improvement is derived and recorded in an implementation plan. We differentiate between quick wins, medium-term measures and long-term measures. At the end of the third day, we present our implementation proposal to management in a final report. This usually results in concrete implementation projects (so-called lighthouse projects), in which we are happy to provide you with active support!

  Ideally, IMIG experts accompany the companies during the implementation of measures and contribute to process stabilization. We also want to support the companies with innovative ideas and systems. Currently, supplier assessments at a large OEM are running very successfully, as is the training of their employees in so-called train-the-trainer courses. In the first lighthouse projects, very good results have been achieved in terms of productivity, quality and lead times.

  CONCLUSION

  The IMIG Supplier Assessment is therefore much more than just an ordinary audit but it is the starting point for initiating a change process into a new corporate and leadership culture!

  
  Albrecht Alender
  Senior Consultant IMIG Germany

  For further information please contact us