Case studies
Results with context and sustainability.
Gains achieved in partnership with our clients. Tap a case to see challenge, intervention and result.
+51%Multinational Industrial Company · Pulp & Paper
Gross margin
Irregular demand and order delays combined with a fragile operational organization.
Result: +51% in gross margin.
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1000%Orchid producer · scaled production
Net income
Commercial performance below expectations, with unsatisfactory margin and profitability.
Result: Net income up +1,000%; ROI of +500%.
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+35%Metallurgy · heavy automotive parts
Production
Inefficiencies and siloed flows pressuring service level, margin and productivity.
Result: +35% in production; 98% OTIF.
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840%Private Equity · monofilament (textile)
Return
Sharply rising demand with high waste and internal quality issues.
Result: 840% ROI, 4-month payback; +25% production and -28% waste.
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+33%Industry · Aerospace, nuclear and medical
Production
Aerospace, nuclear and medical demand booming post-Covid, with underused capacity and reactive management.
Result: +33% in production volume; -50% in cycle time.
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-29%Pulp & Paper industry
Cycle time
Market leadership threatened by aggressive competition and internal inefficiencies.
Result: -29% in cycle time; +52% in bottleneck productivity.
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+27%Aerospace · high-performance metal alloys
EBITDA
Low productivity, poor planning and lack of S&OP causing delays and falling orders.
Result: +27% in EBITDA; +22% in new orders.
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+26%Global Industrial Engineering Group
Performance
Underused capacity, corrective maintenance and almost no digitalization.
Result: +26% in performance; +33% in OEE.
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+15%Industrial Engineering & Manufacturing · Pulp & Paper
Productivity
Multi-site project with limited monitoring, manual planning and overtime above benchmark.
Result: +15% in productivity; +11% in EBITDA; +500% ROI.
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+21%Global Industrial Engineering Group · Pulp & Paper
EBITDA
Insufficient execution discipline, high overtime and poorly defined Commercial–Operations interfaces.
Result: +21% in EBITDA; -50% in cycle time.
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-22%Fabrics & Rolls Industry · Pulp & Paper
Cycle time
Planning across 3 processes (+30 machines) with undefined roles and daily replanning, leading to low OEE.
Result: -22% in total cycle time.
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+30%Private Industrial Group · PVC-coated fabrics
Production
Two PVC lines with quality variability, high waste and production below potential.
Result: +30% in production volume; +39% in quality.
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+20%Metallurgical Industry · Aerospace and Defense
Performance
Unidade de fusão de lingotes (aeronáutico/naval) com queda de volumes, perdas e erosão de conhecimento.
Result: +20% in productivity (the target was 10%), in 8 weeks.
View caseWhat they say
Impressive results and the ability to simplify complex problems.
CFO, Private Equity GroupWe reached a new level of production and operational performance.
VP of Supply Chain, Industrial ManufacturingThe new management tools were key to increasing productivity.
VP of Operations, Industrial Manufacturing