Féron 2030+: Implementation of the growth strategy

Success with the help of Hoshin Kanri and a KPI-based management approach

Aluminium Féron GmbH & Co. KG has set ambitious growth targets and planned to increase revenue by 50% within five years while maintaining high profitability. To effectively manage the large number of cross-functional improvement projects and consistently align them with the company’s goals, the company needed a centralized planning and management system. Rothbaum Consulting supported Féron in implementing a Hoshin Kanri-based management approach featuring an X-matrix, a key performance indicator system, and continuous monitoring. This created a transparent foundation for making strategic goals measurable and managing their implementation in a sustainable manner.

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

Strategic Project Management for Sustainable Growth

Challenge

Féron is pursuing an ambitious growth strategy with the goal of increasing revenue by 50% within five years. However, the large number of concurrent improvement projects, combined with limited human resources, made transparent management difficult. The company therefore sought a centralized solution to efficiently prioritize projects and align them with corporate goals.

Implementation

Our team supported management in operationalizing the key breakthrough goals. Through one-on-one interviews with the functional departments, we identified relevant improvement projects and their connection to the business objectives. Finally, we defined specific key performance indicators and a management model for the Féron project portfolio.

Results

In collaboration with Féron, more than 80 improvement projects were identified and aligned with the company’s goals. In addition, a metrics system comprising 14 KPIs was developed to manage the project portfolio, along with a Balanced Scorecard to ensure transparent goal tracking. The project team also oversaw the implementation of the defined measures.

44

Measures Identified to Improve Efficiency

> 80

Improvement Projects

14

Key Metrics for Managing the Project Portfolio

Detailed Results

44 identified measures to measurably 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 performance indicator (KPI) system consisting of 14 individual KPIs for managing the project portfolio. Today: Use of the X-Matrix in conjunction with the KPI dashboard as a central management tool
A Clear Strategic Framework for Activities Through Methodological Expertise
More transparent decisions by management and consistent alignment of the entire team toward achieving breakthrough goals
Greater acceptance of many projects—a crucial step for Féron toward the future

rothbaum-consulting-success-story-growth-strategy-feron

Philipp Kappus

Senior Production Manager

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Preview image of the Ferón success story.

Féron 2030+: Implementation of the growth strategy

Féron uses Hoshin Kanri and a KPI-based management model to operationalize strategic goals and prioritize…

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