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• Tomplast (in 2015) consists of two companies with two production sites in
Slovenia, Tomplast (Mirna) and Unitplast (Semič)
• Tomplast is a highly specialised development and system supplier of
thermoplastic components
• Current industries served (2015): automotive, building & industrial
equipment, electric tools & electronics, furniture, caravan industries,
medical equipment
• The customer base comprises renowned blue-chip, global (OEM and large
Tier 1) companies in above-mentioned industries
Geographical location
Objectives to T/U acquisition
EOP
Woco; 4,6
Cimos; 0,2
Revoz 1,4
-4,0 -2,0 0,0 2,0 4,0 6,0 8,0 10,0 12,0 14,0
2020 2018 2016 2014
➢ At the end of 2007, Tomplast had a high concentration of sales with only 4 major
international clients; there were no new clients in the pipeline, there was no strategic sales
team, no sales methodology in place nor a sales process established.
➢ Top 4 customers represented 80% of total sales in Tomplast in 2007 and 84% of gross margin.
➢ Most of the large projects from the biggest clients were close to the peak of sales growth or
already in maturity phase. EOP (End Of Production) for most projects between 2014 to 2016.
And the sales went south…
➢ At the end of 2007 Unitplast had only two large clients. The caravan client’s sales were
established, mature projects with no upgrades in sight. The furniture client introduced a
new mass product in 2006, another one in 2007, both in early stages of growth.
➢ Furniture client accounted for most of the growth in Unitplast (and Tomplast group) in 2008
until the end of 2010, when it reached its peak, over € 22 million in sales. Furniture client
required 52 week availability per year and well over 95% delivery on-time with top quality.
The (real) problem with T/U case
➢ Tomplast strategy is based on 3 competitive cornerstones: availability, reliability and quick response.
➢ Tomplast is positioned on the market as a system supplier and a development supplier.
➢ Tomplast’ strengths lie within its technical prowess and its people;
➢ Tomplast’s future lies within sales diversification (industry, region) and sales growth!
➢ Detailed strategy plan is revealed in a “Strategy and Tactics Tree “ (S&T tree)
Through S&T tree (2010) we solidified
operations..
Reducing
Hassle
➢ “Reducing Hassle” is a necessary, but not sufficient component of the strategy (“green curve”).
➢ In case od T/U: SDBR + BM = No Hassle and CCPM = Early (and reliable) project delivery
➢ “No Hassle” => BUILD
➢ Early (and reliable) project delivery => CAPITALISE
Red Curve, Green Curve
Sales growth (in S&T tree)
Sales
Growth
➢ In order to capitalise on the “green curve”, one must simultaneously develop also “red curve”).
➢ Operations are easy to do! Obvious, imminent, everybody does it. But, operational achievements are
easy to copy, to emulate, can be transferred (unless thy are part of an organisation and tightly linked,
integrated processes across business functions and along the value chain)
➢ Sales are: DIFFICULT, UNPREDICTABLE, (often) IRRATIONAL, very SLOW…
Sales, development and
ramp-up cycle
Sales cycle
initiated Sales cycle
completed;
business won
Sales platform
Sales
methodology
Consolidated
cloud
Current reality
tree Upgrade to the S&T tree - New strategy map
Sales process
Results: portfolio
restructuring delivered
➢ Through tedious and systematic work in sales and development, Tomplast group managed to
decrease its dependency on furniture sector and at the same time achieved its goal of
repositioning in the market (development and systems supplier) as well as diversified sales per
region, per industry, within industry and consolidated its position within large industrial groups.
Results: sales growth
delivered
SOP EOP Decoma; 1,5 Dometic Semič; 0,3
Revoz (X44) Ikea (Tobias); 2,8
0,9 Hella S. (Ford); 0,5
Dometic Mirna Dometic Semič; 0,3
(Heky); 0,8
BSH; 0,2
Adria Mobil; 0,4 Dometic Mirna; 2
Eurostyle (T75); 0,3
Woco Plastoform Ikea (Dave); 4,3
(Bauprogram, Magna (T75); 0,1
Nexans); 0,9
Woco -
cable joint;
Revoz 2,6
(X65): 0,3
Metabo (other); 0,4 Metabo
(Akku cases); 0,7
Cimos
Revoz (X65); 0,3 (P 308)
Hartman Exact; 0,2
MPT Hella S.
Accessa Metabo (Peugeot); 0,2
Dometic
Siegen
Woco Hobart
Magna Seating
Adria Mobil (SFTP); 0,1
Invacare; 0,2 Hella A.
Magna E-car Webasto; 0,1 Grammer;
Woco 0,3
Hella S. (Mercedes); 0,1 Westfalia;
(Porsche, VW, Smart); 1 Valmet Decoma; 0,4
0,2 Dometic Semič
Blum; 1 (Heky, locker); 5.3
BSH
ZF; 0,6
Dometic
Hella S. (Nissan, Semič
VW S); 0,6
Rehau; Girsberger Bosch Security; 0,3
0,7 Revoz (Edison); 6,9
Vitra ; 0,8 Dometic Mirna
(other); 1,3 Magna Steyr; 0,2
➢ In the 30 month period (since 2011), the Tomplast group managed to secure many new projects
which started to replace dying projects and introduce new customers in new sales regions and new
industries.
➢ Many newly won projects were test or hard development projects, where Tomplast had to prove its
worth and its sales claims. Many new clients offered huge sales potential in case of successful test.
Results: projects delivered
➢ Through application of CCPM, Tomplast manages more development projects and finishes them more on-time (and on
specification) as in the past.
➢ Tomplast group engineering team managed in 2013 over 200 concurrent projects (without compromising project budget, time
or scope!), compared with 30 projects in 2011 (or up to 15 projects in 2007).
Major obstacles on the road
• Mostly internal:
– classic organisational inertia (resistance against change)
– “pride (and prejudice)” (“we were the best (in 2006)”)
– (inverse) confirmation bias
– status quo and “prudence” (“against premature and too extensive
change”)
– incomplete and late buy-in (in spite of S&T tree being presented (and
accepted!))
– PE short term focus and thinking to “milk” the company…
Agis Technologies
A brief HISTORY OVERVIEW
2017
1989
1948 Agis Zavore was sold on
“DO AGIS” broke into several
beginning of metal processing 01.02.2017 to a
1970 smaller independent companies;
in Ptuj, Slovenia private strategic investor
start of the production one of the spin-offs became
and got new management
of brake elements “AGIS Zavore d.o.o.”
1948 2017
Agis Zavore obtained
merger between ISO 9001
“Tovarna avtoopreme Ptuj” 1997
and
production of bus bodies and Agis Zavore obtained
“Tovarna gumijevih in
vehicle equipment ISO 14001
kovinskih izdelkov, servisi – SIGMA”
(locks, mirrors, shades, 2000
merged into a holding
small interior equipment,
of companies “DO AGIS”
various consoles, fuel tanks, Agis Zavore obtained
1976
exhaust pipes, tachometers, seats…). ISO/TS 16949
1953 The company had a falling trend in sales since (for a part of production portfolio)
2010 and was a clear restructuring case! 2015
The new investor saved the company from
bankruptcy and brought in new mgmt team.
Current production portfolio
CLUTCH SERVO
HYDRAULIC valves
PNEUMATIC valves
Tomplast/Unitplast vs. Agis Technologies
1. systems supplier
2. development
supplier
0 incidents
3. preferred supplier
S&T tree for Agis
Technologies (3.)
What TOC (and other) solutions did
we use to achieve the breakthrough?
S&T tree S&T tree S&T tree S&T tree S&T tree S&T tree
principles and
TOC tools + Lean TOC tools +Lean
methods
fix operations fix operations
objective fix projects fix projects
sell improved capabilities sell improved capabilities
strategy
S&T tree S&T tree
implementation