CASE STUDIES

Transformation in Mechanical Engineering

An international mechanical engineering company was experiencing a decline in the efficiency of its production and supply chain processes, as well as a deterioration in delivery quality and reliability. In initial discussions with the EIM partner, possible root causes were analysed. The diagnosis was that, as a consequence of the supply bottlenecks resulting from the pandemic, the organisation had reverted to silo structures, which had a significant negative impact on workflows, collaboration and overall performance.

Key Challenges

EIM-Approach / Solution

Results

Role of EIM

Success Factors

Conclusion

Key Challenges

Lack of process maturity and weak data foundation: No consistent end-to-end processes; unstructured information flows
Initial project team ill-equipped for the task: The originally deployed internal team lacked authority and failed to gain the trust of the organisation
Resistance and conflicts: High tension between the project team and operational units, along with a general lack of acceptance of the project
Insufficient integration with top management: The transformation lacked proper support anchoring at the executive level
Significant operational disruptions and cyberattack: Day-to-day operations were severely disrupted – further exacerbated by a cyberattack that required rapid, professional crisis management

EIM-Approach / Solution: Transformation Project Support (TPS)

EIM applied its proven “Transformation Project Support (TPS)” model, specifically designed for challenging transformations in complex organizations.

EIM provided an experienced interim manager to act as Head of Transformation in the role of PMO. This leader not only structured and stabilized the transformation program but actively drove it forward in close collaboration with the client.

Rebuilding the project organisation: Implementation of a robust governance structure and high-performing PMO by an EIM executive
Establishing a realistic transformation roadmap: Focusing on operational priorities and strategic goals
Management alignment: A keynote by an EIM partner emphasised the importance of change to first- and second-level leadership. A “both-and” mindset was introduced, linking process improvement with innovative thinking
End-to-end process optimisation (especially Order-to-Cash): Structuring, standardizing, and digitalizing core processes
Immediate actions and quick wins: Reduction of spare parts backlog, improvement of working capital, and stabilization of day-to-day operations
Launch of the ERP transformation project: Decision to implement IFS Cloud based on IT and process analysis led by EIM
Targeted change management by EIM experts: Breaking down deeply rooted silo structures and establishing a strategic execution process
Professional crisis management in case of cyberattack: Derivation and implementation of sustainable risk management and increasing the IT security

EIM’s role extended far beyond traditional project steering partner: as a strategic implementation partner, EIM supported the transformation of the organisation, the realignment of processes, and the deliberate shift in corporate culture.

Results achieved with the support of EIM:

Stabilization and increased effectiveness of the project organisation by EIM leadership
Restructuring and digitalisation of key end-to-end processes
Establishment of new expertise in data management and operational excellence
Launch of the ERP program (IFS Cloud) as a future-proof technology foundation
Significantly improved cross-functional collaboration
Sustainable increase in efficiency, transparency, and execution power
Restored trust in the transformation and leadership
Enhanced resilience in organisational and technological dimensions

Role of EIM in the project

Thought leader and enabler of transformation
Structural, functional, and cultural leadership role
Bridge-builder between strategy and day-to-day operations (strategy to action)
Multiplier of change readiness and capability
Guarantee of sustainable execution over short-term firefighting

Role of EIM-Executives and -Experten in this project

Head of Transformation / PMO | IT-Expert | BPM-Expert
Deployment duration: 12-24 months

Success Factors

N

Deep expertise in transformation, finance, operational control, data management and business process management

N

End-to-end process design and optimisation, particularly Order-to-Cash

N

Initiation and steering of the ERP program (IFS Cloud)

N

Successful stabilisation and repositioning of the project organisation

N

Change management expertise to dismantle silo structures

N

Optimization of working capital and sustainable elimination of operational backlogs

N

Combination of process understanding and implementation strength

N

Crisis resilience and decisiveness in cyber-risk contexts

Working with EIM – Conclusion

The collaboration with EIM was consistently professional, partnership-based, and effective. After replacing of the original team, the EIM team assumed full responsibility for both operational and strategic steering. The EIM partner continuously acted as a sparring partner, coordinator, and driver – for both the deployed managers and the client.

In close cooperation with its community members, EIM once again proved to be a true transformation driver.

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