Business Consulting for Manufacturing Companies – Process Optimisation and EBITDA Growth
We combine strategic and operational consulting with the practical implementation of solutions—from the optimisation of production processes and financial control to corporate restructuring and transformation.
Measurable results: EBITDA, cash flow, and operational efficiency.
We take responsibility for the results
At Stalwart Manacus , we implement changes—we don’t just offer advice. We support owners and management teams at times when decisions cannot be made based on intuition alone, and when financial results, the success of a transaction, or the continuity of the organisation’s operations are at stake .
How we solve problems in manufacturing companies
Machines are at a standstill, changeovers take too long, and production planning is unstable.
What we do
We optimise production processes – we identify and eliminate the main sources of losses, stabilise line speeds, and introduce clear work standards on the production floor.
Business result
+5-10 pp increase in OEE over 6-10 weeks.
Real improvement in production efficiency – visible in results, not just in reports.
The company is showing a profit, but its cash is tied up in inventory, work in progress (WIP), and a long cycle from order to cash.
What we do
We streamline inventory management, shorten production lead times, and implement operational controlling.
Business outcome
Freeing up working capital and achieving a sustainable improvement in the company’s financial liquidity.
The rising costs of raw materials, energy, labour and production waste are gradually reducing the company’s profitability.
What We Do
We analyse production bottlenecks, cost structures, and product profitability. We identify areas where cost optimisation and operational changes can directly improve a company’s financial performance.
Business outcome
An increase in the EBITDA margin of 4–8 percentage points.
The first results are visible as early as 3–4 months.
Operational chaos, inefficient processes or a lack of transparent data can lower a company’s valuation before a transaction.
What we do
We organise operational and financial processes, introduce key KPIs , and prepare the organisation for due diligence .
Business result
Protecting the company’s valuation and reducing the risk of price reduction during the transaction.
Decisions are made manually, processes are not documented, responsibility is fragmented, and critical knowledge resides only in the minds of a few people.
What We Do
We streamline the organisational structure, define areas of responsibility, optimise decision-making processes, and establish a reporting system for the board.
Business outcome
Stabilisation of management and restoration of control over the organisation by the owners and board.
A growing number of defects, rework, and customer complaints generates additional costs, burdens production, and reduces profitability.
What We Do
We implement in-process quality control and eliminate the root causes of errors.
Business outcome
A 15–30% reduction in quality-related costs.
Production is not meeting plan, priorities are changing from day to day, and the lack of synchronisation between sales and production leads to delays in order fulfillment.
What we do
We implement visual production management (Shop Floor Management) and better sales and production synchronisation ( S&OP ).
Business result
Increase in on-time delivery (OFR) to above 95% .
The company invests in Lean, TPM, and training, but the tools implemented do not translate into lasting improvements in efficiency, quality, or production results.
What We Do
Instead of yet another training programme, we implement concrete solutions that address the plant’s actual operational problems.
Business outcome
Visible “Quick Wins” within the first 8 weeks.
Who is operational and strategic consulting for?
When does consulting bring the greatest return?
- You are recording a decline in profitability despite stable revenues
- We need to optimise production processes and operating costs
- Do you need restructuring advice or support with your organisation’s transformation?
- Need hard data for investment decisions
- You implement changes that are stuck at the declaration level
- Rising costs of energy, raw materials, or labour reduce profit margins
- Are you preparing your business for a sale, succession, or to attract an investor?
Who do we work with?
- manufacturers in the following industries: automotive, metal, machinery, defense, electronics and household appliances, packaging and plastics, and food & agriculture,
- SMEs and large manufacturing facilities, companies undergoing M&A and due diligence processes,
- family-owned and owner-managed companies that utilise succession planning services and are preparing their organisations for succession,
- companies in need of operational or business restructuring.
Areas of Business Consulting for Manufacturing Companies
Optimisation of Production Processes
Efficient processes. Stable production. Higher operational efficiency.
- Optimisation of production and operational processes
- Lean Management / Six Sigma / Kaizen
- Quality management (TQM)
- Supply Chain Management
- Maintenance
- Investment planning(CAPEX / OPEX)
Finance and controlling
Greater transparency of finances and real cost control.
- Financial and Operational Controlling
- Budgeting
- Product profitability analysis
- Working Capital Management
- Due Diligence Analysis
- Business valuations
- Financial optimisation
Sales and market development
Revenue development and stronger market position.
- Sales strategy
- Market channel development
- Pricing strategy
- Sales Operations / S&OP
- Expansion into new markets
People and organisation
A strong organisation based on a clear structure.
- Designing the organisational structure
- Change management
- Remuneration policy and bonus systems
- Trade union relations
- Competency Audit
- Assessment & Development Centre (AC/DC)
Restructuring Consulting
Business stabilisation. Improved profitability. Regaining control.
- Operational Restructuring
- Organisational Restructuring
- Cost Optimisation
- Streamlining Structures and Responsibilities
- Stabilisation of the Financial and Operational Situation
Enterprise strategy and transformation
Clear direction for development and effective implementation of change.
- Enterprise development strategy
- M&A and PMI integration
- Development of new products
- International expansion
- Succession Planning and Changes in Ownership
Business Assessment – The First Step in Our Partnership
Before we propose changes, we need to identify the root cause of the problem.
That is why we begin our collaboration with a business assessment, which—depending on your needs—may include a 360° Operational Audit or an analysis of selected areas of your business.
Areas of Diagnosis
What do you get?
An analysis of key issues and their causes, the identification of bottlenecks, and a concrete action plan outlining priorities for change.
Where possible, we also estimate the projected impact of the recommended actions on EBITDA, cash flow, and operational efficiency.
Case Studies
Decline in profitability in a manufacturing company (200+ employees)
Problem:
Lack of consistent KPIs and financial transparency, decisions made intuitively.
Activities:
Operational and financial audit, implementation of key KPIs, organising responsibilities in the organisation.
Business result:
Improving margins by several percentage points in a few months and stabilising cash flow.
Operational chaos and low OEE at an automotive plant
Problem:
Low efficiency of production lines, high levels of scrap and complaints.
Services:
Rapid operational diagnosis, optimisation of production processes and production line operations, and direct implementation support in the area of production.
Business outcome:
A 15% increase in OEE and a 30% reduction in complaints.
Preparing the company for sale or investor
Problem:
Lack of transparent financial data and structured operational processes.
Activities:
Streamlining the organisational structure, implementing financial controlling, and supporting management in preparing the organisation for a pre-transaction due diligence audit.
Business outcome:
Positive outcome of due diligence process and shortened and simplified transaction process.
Ownership conflict and lack of management control in the company
Problem:
Conflict among shareholders paralyzing the company’s decision-making. Lack of clear division of duties and responsibilities, limited control over finances, liquidity problems, and disorderly property and operational issues.
Activities:
- Support to owners and management in sorting out ownership relations,
- Preparing and carrying out the process of buying out the shares of one of the shareholders,
- To sort out property issues and access to company property,
- Implement basic financial controls and management reporting,
- A clear division of roles, duties and responsibilities,
- Ordering decision-making processes,
- Implement key procedures to support management.
Business outcome:
- Unlocking decision-making and stabilising the ownership structure,
- Improving control over finances and cash flow,
- Increasing the predictability of liquidity,
- Clear division of management and operational responsibilities,
- Restore the company’s ability to continue to grow or prepare for the next stage (growth, investor, sale).
How We Work – From Diagnosis to Implementation
We identify the root causes of problems and the areas that have the greatest impact on the company’s performance.
Depending on the project, we also provide operational support in the form of interim management or by working directly with the client’s team on operational tasks.
Why Stalwart Manacus?
We take a holistic view of the company— production, finance, sales, people, organisation, and strategy. Optimising a single area only makes sense if it contributes to the overall performance of the business.
We combine the standards of professional consulting with the flexibility of a boutique firm. Without unnecessary layers of bureaucracy or passing the buck to junior staff.
FAQ
What does business consulting for manufacturing companies entail?
Business consulting for manufacturing companies includes problem diagnosis, the development of recommendations, and support in implementing changes that impact profitability, operational efficiency, and organisational stability. At Stalwart Manacus, we take a holistic view of the company—from production and finance to sales, organisational structure, and strategy.
How soon can you start cooperation?
We are usually ready to conduct a site visit and first analysis within 3-5 business days of the initial interview. We understand that in the industry, time is money, so we cut the paperwork to a minimum to get to work on facts and data as quickly as possible.
How long does a consulting project last?
The duration depends on the path chosen and the depth of the problem:
- Audit and Assessment (360° Audit): typically 2–3 weeks.
- Spot projects (e.g., optimisation of a specific line): usually last from 4 to 8 weeks.
- Full operational or financial transformation: this is a 3 to 9 month process to permanently embed the new results in the company’s DNA.
How do you measure the success of the collaboration?
We work with hard data. Before we begin implementation, we establish with you the key performance indicators (KPIs) that we will report on. The most common are: increase in OEE, reduction in quality costs(Scrap), reduction in production cycle(Lead Time) and real improvement in EBITDA margin.
What does production process optimisation involve?
The optimisation of production processes involves identifying and eliminating sources of waste, downtime, bottlenecks, and quality issues. The goal is to optimise production, leading to improved efficiency, process stability, quality, and resource utilisation—and, consequently, to an improvement in the company’s financial performance.
Is business consulting cost-effective for SMEs?
Yes. In family-owned businesses and medium-sized companies, “hands-on management” often generates hidden costs. Business consulting helps identify the processes with the greatest potential for improving profitability, efficiency, or liquidity. We tailor the scope of the project to the size of the organisation and the specific business challenge.
What if, after the audit, it turns out that we don’t need a full implementation?
This is a possible scenario. A business diagnosis or a 360° Operational Audit can serve as a standalone phase of our collaboration. If, upon completion, it turns out that your team can implement the recommended actions on its own, you’ll receive a concrete action plan and a list of priorities for changes that you can implement internally.
What commitment is required from my team?
We provide the methodology, expertise, and hands-on support for implementation; however, effective change also requires the commitment of the client’s leadership. We work directly with managers and operational teams to ensure that the implemented solutions are understandable, practical, and sustainable after the project is completed.
What does restructuring consulting for a manufacturing company entail?
Restructuring consulting supports owners and management teams in situations where the current business model does not ensure adequate profitability, liquidity, or organisational efficiency. The scope may include operational and organisational restructuring, cost optimisation within the company, clarifying responsibilities, and the preparation and implementation of a recovery plan.
Not sure where to start?
During a brief conversation, we’ll get to know your situation and work together to determine the best solution for your business.
