The co-operation between our line organization and Capacent’s consultants with their down-to-earth approach functioned really well. We had not yet found a partner who could perform in the entire spectrum – from the top management all the way to our factory floors, where the vital changes have to take place. But Capacent performed in every aspect; the result speaks for itself.Eran Hubert
Outokumpu is as of today the world’s biggest producer of stainless steel. As almost all companies they were affected by the global financial crisis in 2008 and 2009; the crisis resulted in Outokumpu having 2 BEUR in debt and marginal cash flow.
The company management made, in Q3 2011, a focused decision to strengthen the capital base and increase profitability. The first through improvement of working capital and the later through cost reductions. These were the only group-wide projects for the whole Outokumpu during 2012. The working capital project was named P250 since the target was to free capital tied up in inventories worth of 250 MEUR, while decreasing the inventory days from 122 to 95 by the end of June, 2013.
The project commenced in Q3 2011; main roll-out during Q1 2012 and continued by implementation support and focus on delivering results throughout 2012. Outokumpu had a highly professional steel organization, but the strong cash flow focus was new for the personnel – a real challenge!
What we did.
The project started mid-September 2011 with a general analysis of the inventory situation and identifying realistic targets. It continued with a top management workshop where the structure, time table and high level targets were decided. After that we made a transaction based inventory analysis covering raw material, work in progress, finished goods and goods in transit for all main production facilities and service centers. The quantitative analysis was then verified by interviews with key stakeholders in the operative organization.
During Q1 2012 local cross functional workshops were held at all major units and detailed targets of each unit were determined together with the persons responsible for the implementation. This was the starting point for the key delivery from Capacent, to provide structured implementation support through the whole supply chain: from steel mill production planning to inventory optimization planning by the coil service centers.
Essential for the success was keeping the big picture in mind and at the same time having a strong focus on detailed delivery. The implementation focus included active participation in monthly Steering group meetings where the guidance for prioritized areas and actions were discussed with the top management of the company. A clear strength of Capacent was the versatile team of 10+ persons with a mix of competencies and seniority; all highly involved in the operational improvement process. The final touch for the success was given by the excellent cooperation with Outokumpu personnel both in the PMO and locally, highly motivated and extremely strong in their steel business know-how.
Our support helped Outokumpu achieve the original targets and surpass them half a year in advance. More than 500 MEUR was freed from the inventories in a sustainable manner and the inventory day level reached at the end of 2012 was 92 days.
In addition to this, the company managed to significantly shorten the lead-times of key materials to customers, improve its inventory follow-up and respond quicker to material build-ups. As a positive by-product of the project, high awareness of the importance of cash flow and profitability was created within all levels of the organization and Outokumpu can continue its legacy for at least another century.
Do you want to know more?
Please contact Maria Åberg
+358 40 062 52 06