Service area
Stabilise the result while there is still room to act.
We at Röhrig Industrie Consulting take responsibility when costs rise and margins fall: cost programmes, reorganisation, turnaround and restructuring — from diagnosis through to delivery in the line.
Scope of work
- Result and cost programmes with proven effect in the P&L
- Overhead, material and process cost analysis
- Reorganisation of units, roles and spans of control
- Turnaround and restructuring support in day-to-day operations
- Liquidity and working capital steering
- Action plan with owners, deadlines and contribution to the result
- Change management and communication into the management team
- Reporting to the board, shareholders, advisory board and banks
- Handover to the line with a steering routine that holds
Pressure on the result rarely comes from one place: rising costs, an over-broad product programme, overheads that have grown over the years and projects tying up capital all act at once. So it starts with a diagnosis that holds — where the result is created, where it is lost, what takes effect in the current financial year and what only after it. Every measure gets an owner, a deadline and an amount that is demonstrable in the result or the cash flow.
In tight situations, banks, tax advisers and restructuring lawyers are at the table. We supply the operational substance those conversations rest on; the legal and tax assessment stays with the advisers mandated for it. Reorganisation succeeds or fails on the managers who carry it — so we work inside the line and hand over an organisation that runs the leaner structure without outside support.
Typical mandates
- Result programme
- A cost programme across material, overheads and productivity: measures prioritised by effect on the result and by feasibility, tracked weekly until the effect shows in the P&L.
- Reorganisation
- A new cut of units, spans of control and interfaces, when the structure dates from a time the company was set up differently.
- Turnaround at the plant
- Stabilising a site under pressure on result and delivery: utilisation, scrap, rework and on-time delivery first, structural cost after.
- Restructuring support
- Operational delivery alongside conversations with banks and shareholders: an action plan that holds, a liquidity forecast and a progress report everyone involved can refer to.
Engagement model
- Reporting cadence
- weekly inside the programme · monthly to shareholders
- Steering
- Cash and KPI steering
- Typical duration
- 6–16 week programme, 3–12 month mandate