Process mining in the door factory
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SUCCESS STORY
Féron 2030+: Implementation of the growth strategy
Success with the help of Hoshin Kanri and a KPI-based management approach
Féron has set itself ambitious targets for the next five years: 50% sales growth with high profitability. Numerous technical and organizational improvement projects, often in cross-functional teams, are being implemented. To ensure that the strategic goals can be effectively pursued at all levels, a powerful planning and control tool was required.
With this project, we have made our strategy tangible – clear goals, measurable successes and concrete measures for greater efficiency and sustainable growth.
Jean-Marc Vesselle, CEO Aluminium Féron GmbH & Co. KG
Aluminum Féron GmbH & Co. KG
- Family business with a history dating back to the 1930s.
- The three plants in Düren produce coatings for the Print, Protect, Decor and Solar sectors at world market leader level.
- The broad product portfolio ranges from coatings on various materials for coffee capsules to labels for baggage handling at airports.
- With 250 employees, Féron generates sales in the high double-digit millions.
Services
- Analysis of the current situation and derivation of measures in a detailed catalog of measures
- Use of the Hoshin Kanri X-Matrix for holistic strategy development at all company levels
- Addition of a key figure system to the X-Matrix
- Definition of a modus operandi for continuous monitoring of strategy implementation
Results
- 44 measures identified to increase efficiency in all direct and indirect areas
- Recording the most important Féron 3-5 annual targets using a balanced scorecard and breaking them down into measurable targets by the end of the financial year
- Collection of more than 80 improvement projects and alignment with the defined business objectives
- Development of a key figure system consisting of 14 individual key figures for controlling the project landscape
- Accompanying the implementation
Project description: Implementation of the Féron 2030+ growth strategy
The ambitious growth course poses major challenges for the entire organization and creates considerable pressure to act. Numerous improvement projects are running in parallel, but limited personnel resources make it difficult to manage all projects effectively.
A central tool is needed to maintain an overview and ensure that all projects are in line with the overarching objectives. This should create transparency through a clear process, support the strategic direction and ensure that no key objectives are lost sight of.
Procedure
Rothbaum initially supported the management in operationalizing the key breakthrough targets for the next 3-5 years. Subsequently, relevant improvement projects and their connection to the business objectives were recorded in individual interviews with the specialist departments. Finally, specific key figures and a management model for the Féron project landscape were defined.
Results
Thanks to Rothbaum’s methodological expertise, the activities were given a clear strategic framework. This made the management’s decisions more comprehensible and helped to consistently focus the entire team on achieving the breakthrough targets.
In addition to a measurable increase in efficiency through targeted measures, the acceptance of many projects also increased – a decisive step into the future for Féron. Today, the company uses the X-Matrix together with the KPI dashboard as a central management tool.
Philipp Kappus
Production Manager
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