Client: Automotive Supplier
The client develops and manufactures high-performance components using hydroforming technology. As a technology leader, the company supplies leading automotive manufacturers and their suppliers with ready-to-install components for chassis, body, and exhaust systems.
Additionally, the company is a globally leading manufacturer of household appliances, offering a wide range of products including washing machines, dishwashers, and refrigerators. It operates in over 50 countries and is headquartered in Germany.

Identified Issues at Project Start
At the start of the project, several key challenges were identified:
In logistics, there were difficulties in ensuring reliable material availability and maintaining correct batch sequencing. High inventory levels led to increased storage costs due to surplus stock and inefficient range alignment. The lack of clear delivery concepts hindered both planning and production execution.
In terms of downtimes and waiting times, inconsistencies emerged from varying batch characteristics. These were intensified by missing process documentation and insufficient process descriptions.
In the press shop, the absence of an effective KPI system, poor visualization of output, and unreliable data collection created further inefficiencies.
Quality assurance lacked clearly defined quality metrics. In production planning, issues included suboptimal batch sizes, inefficient sequencing, lack of synchronization, and misaligned target settings.

Solution Approach
As part of the process optimization and Lean Management initiative, production data visualization was implemented across all presses. This included counters for piece output and documentation of downtimes and waiting periods.
Based on the collected data, a detailed analysis of interruptions and delays was conducted to derive targeted measures for efficiency improvement.
Simultaneously, a pilot project was launched to integrate production planning for Hydroforming Press 1 and Press 2 into the ERP system.
To support this transition, new planning rules were introduced, and outdated orders were cleaned up and updated within the system.
The implementation of Lean Management served as a core framework for optimizing planning processes and increasing overall efficiency. Additionally, the maintenance strategy was revised, resulting in reduced downtimes.

Measured Results
Improvements were measured using data from the previous year. Over a two-month period, changes were documented, analyzed, and compared to historical data.
As a result of the implemented measures, each press achieved an average efficiency increase of 30% compared to the prior year.

Client: Consumer Products
A supplier of the client stood out for its comprehensive expertise — spanning from initial concept and design to series production and spare parts supply.
Its core competencies included the development and manufacturing of injection-molded components and glass fiber-reinforced plastics. Additionally, the supplier specialized in the finishing and production of assemblies for white goods.
This broad skill set enabled the company to offer innovative and high-quality solutions tailored to demanding customer requirements.

Identified Issues at Project Start
Due to mismanagement, lack of transparency, and insufficient communication with customers, the supplier encountered serious financial difficulties and was forced to file for insolvency.
The main challenge was to keep business and production operations running to avoid disruption in the client’s series production. Furthermore, it was necessary to transfer certain production processes to a new supplier.

Solution Approach
Through enhanced monitoring, effective personnel management, and efficient material control, production at the original supplier was maintained until a new partner could be onboarded.
Daily coordination with all stakeholders was crucial. The production transfer to the new supplier was meticulously planned and executed, ensuring that the client’s series production remained uninterrupted and the launch of a new product line proceeded smoothly.

Measured Results
The production transfer was successfully completed without any interruption to the client’s ongoing series production.
The timeline was strictly met, the timely approval of new production processes was ensured, and quality standards were maintained throughout.

Client: Consumer Products
The client operates 37 factories worldwide, producing the full range of modern household appliances. The product portfolio includes ovens, cooktops, and range hoods, as well as dishwashers, washing machines, dryers, refrigerators, and freezers — and even extends to small domestic appliances such as vacuum cleaners, coffee machines, and kitchen mixers.

Identified Issues at Project Start
The challenges were multifaceted. First, the output of several factories had to be adjusted to meet the new sales forecast for the upcoming year, requiring a significant increase in production.
It was unclear which suppliers would be able to support a 20% production increase. At the same time, the output within the client’s own factories had to be optimized and scaled to meet the growing demand.

Solution Approach
As part of the production optimization effort, a comprehensive supplier optimization strategy was implemented to increase production flexibility.
Logistics agreements were established with suppliers to cover volume fluctuations of ±15% and to define appropriate lead times.
Production stability and capacity expansion were achieved by introducing reproducible processes internally and with suppliers.
Measures included the standardization of ramp-up procedures, optimization of shift schedules, and adjustment of production capacities in close coordination with the Sales and Development departments.
Bottleneck suppliers were identified and their capacities increased through targeted actions.
In parallel, setup times and material flows were improved, and shopfloor management was introduced to enhance workforce productivity.
These improvements were implemented in close collaboration with senior management, plant leadership, and the works council.

Measured Results
After implementation, production capacity was successfully aligned with the new forecast. All critical suppliers were identified in time, and extensive preparations were made to meet the increased demand.
This included setting up additional shifts, acquiring new tools and machines, and initiating quality improvement measures that reduced scrap rates.
These optimizations significantly enhanced both supply reliability and overall production performance.

Client: Electrical Engineering
For over 40 years, the company has been at the forefront of technological trends, continuously driving the development of renewable energy. As a global leader in photovoltaic system technology, the client has played a key role in moving renewable energy beyond its pioneer phase. With its innovative inverter technology, the company has helped make renewable energy a recognized and integral part of the global energy supply.

Identified Issues at Project Start
The main issue was the excessive time required to complete the annual inventory in the repair centers, often taking up to three months. Inventory discrepancies continued to grow year over year for unknown reasons.
There was no clearly structured inventory planning process, including necessary preparations. In addition, the company lacked a warehouse management system, and posting errors in the SAP system went unnoticed.

Solution Approach
A comprehensive inventory workflow was developed, along with a specific action plan for each storage location.
A detailed guideline for conducting the inventory was created, and inventory leads were appointed and provided with clearly defined work packages.
Adjustments were made in the SAP system to reduce manual effort and proactively minimize discrepancies. For example, incorrect Kanban quantities were corrected in SAP, and a work instruction for SAP posting procedures was implemented to prevent future errors.
Before counting began, obsolete stock ("dead inventory") was removed. A structured timeline by building and storage area significantly shortened the inventory duration.

Measured Results
As a result, inventory times were reduced by 80%, and production downtime during the count was minimized.
Thanks to the improved processes, inventory discrepancies in the following year were reduced by 20%, representing a significant improvement in stock accuracy and control.

Client: Plant Engineering Company
Two SMEs — one a long-established company, the other a university spin-off — were preparing for a strategic merger to leverage synergies. Together, they employ more than 75 people, bring over 20 years of experience, and operate more than 130 combined heat and power (CHP) plants.
This partnership combines decades of expertise with cutting-edge energy technology to strengthen their market position and develop sustainable solutions for the future.

Identified Issues at Project Start
At the outset of the planned merger, synergy potentials had not yet been clearly defined, and existing process issues were hindering integration.
A joint strategy had not yet been developed, and several key positions remained vacant. One company was using an ERP system with poor integration between finance and CRM, raising the question of whether to adapt or replace it.
At the same time, both companies were experiencing understaffing in procurement, which led to overload due to rising sales. The materials management function urgently required additional personnel and expertise.

Solution Approach
A full optimization of material and information flows was carried out using a value stream analysis to map the integration between both organizations.
Operational processes were stabilized, and process gaps were closed in areas such as order processing, goods receipt, planning, and intralogistics.
A standardized order management process was introduced with clearly defined milestones — from quotation to invoicing.
After initial process improvements, the existing ERP system (GDI) was upgraded.
Executive leadership received comprehensive guidance on strategy implementation, including organizational restructuring and planning for a future ERP system transition.
Employees were coached in preparation for the new organizational structure, and once a new leadership team was established, responsibility was successfully handed over to the relevant departments.

Measured Results
The synergy potentials were clearly defined, and the underlying process issues were successfully resolved.
By the end of the interim mandate, a complete merger strategy was in place.
The existing ERP system was modernized, and a clear roadmap for an ERP system replacement was developed and handed over.

Client: Solar Industry
The company is a pioneer and technology leader in the field of perovskite-on-silicon tandem cells. Founded in 2010 as a spin-off from a university, it focuses exclusively on the development and commercialization of this technology. The research and development center in the UK, as well as the pilot and production facility in Germany, enable an accelerated transfer of technology into the industrial-scale production of perovskite-silicon tandem solar cells.

Identified Issues at Project Start
The transition from the development center to series production in cell manufacturing posed significant challenges. A lack of expertise in series production made the implementation process much more difficult.
Additionally, the absence of an integrated ERP system hindered the efficiency and integration of production processes. The connection of an external workbench for module assembly and the coordination of various production systems, including discrete and process manufacturing, added to the complexity.
These factors required a strategic realignment and targeted measures to ensure a successful transition to series production.

Solution Approach
To successfully implement the digitalization project for a complex ERP system with MES integration, a PPS system, and a maintenance tool, an interdisciplinary team was formed.
A comprehensive current-state analysis across the entire value chain was conducted in workshops with all relevant departments to identify missing process structures.
Based on these findings, the team developed the new target processes for manufacturing, which were documented in a requirements specification (Lastenheft) that served as the basis for the funding application.
Furthermore, a complete redefinition of processes was developed, from order placement to delivery to the customer.
The application for the necessary funding was thoroughly prepared, and a detailed cost estimate for the digitalization of the ERP system, MES integration, and required training was created.
This structured approach laid the foundation for the successful implementation of the digitalization project.

Measured Results
The target process description for the manufacturing workflow, including the integration of an external contract manufacturer, is now fully completed.
Based on this detailed process definition, the full application for funding was successfully submitted. This structured approach ensures the efficient execution of the digitalization project and sets the stage for the smooth integration of the new systems into the manufacturing processes.

Client: Consumer Products
The company is a global leader in household appliance manufacturing, offering a wide range of products, including washing machines, dishwashers, and refrigerators. It operates in over 50 countries worldwide and is headquartered in Germany.

Identified Issues at Project Start
The company faced production-related issues: despite high inventory levels and excessive lead times, production fulfillment was still too low. This discrepancy led to high inventory holding costs and inefficient capital utilization, as the stock levels did not meet current demand. Critical parts were missing, leading to production delays and supply shortages.

Solution Approach
ion3 addressed the production issues through targeted measures. Obsolete materials were phased out, material planning was optimized, and production planning was made more efficient.
Logistics audits identified weaknesses, the quality management team immediately blocked defective materials, and procurement checked supplier capacities. A fixed planning horizon increased accuracy, and flexible material management enabled quick adjustments.
Suppliers were better integrated into the process, reducing lead times. These steps improved inventory alignment, optimized supply capability, and increased production efficiency.

Measured Results
The company achieved significant improvements through the optimization of material planning and production processes.
Material lead time was reduced by 2 days, resulting in more efficient inventory management and better stock utilization. At the same time, on-time delivery was substantially improved: it increased from 76% to 97%. This improvement reflects the enhanced ability to fulfill customer orders on time and reliably, which not only boosted customer satisfaction but also strengthened the company’s competitiveness in the market.