Identified markets for entry with potential to generate
annual revenue

Industry: LED Lighting

Situation: PE firm expressed desire to increase sales revenue by 167% in five years

Impact: Determined two markets for entry with potential to help double company's current annual revenue in PE firm's desired five year timeline

sales by
with key account
management strategy

Industry: Plastics

Situation: Highly concentrated customer base was underserved and all accounts were treated the same regardless of potential value

Impact: Keystone implemented Key Account Management strategy, resulting in sales growth of 24% for those customers and overall margin improvement of 4.2%

Achieved targeted five-year
sales goals by year

Industry: Apparel

Situation: Slowing sales growth required revival, but differing stakeholder opinions prevented internal agreement on action plan

Impact: Keystone worked closely with management to implement market development and process improvement initiatives, generating desired five-year sales in three years

revenue by
by shifting to direct-to-consumer model

Industry: Building Products

Situation: Company faced sales & margin loss from economic downturn, new low-cost foreign competition, and competition from distributors

Impact: Keystone shifted the company to a direct to consumer model, resulting in revenue increase of 15% and improved margins

potential markets
suitable for acquisition

Industry: Steel

Situation: Industry-wide market diversification prompted the company to hire Keystone to identify additional revenue streams

Impact: Four potential markets and target companies within each were identified for a potential acquisition, providing the company options on where to take the business



Cut setup
times in
increasing productive
time by one full crew

Industry: Forging

Situation: The business shifted from high volume/low variety to low volume/high variety, revealing setup time issues

Impact: Setup times decreased by ~50%, increasing productive time by the equivalent to one full crew; and union/management relationships improved as well 

of SKUs to improve margins in price sensitive environment

Industry: Agricultural Products

Situation: Freight costs (as a percentage of sales) were rising as new customers came from parts of country far removed from facilities

Impact: Keystone determined location for new facility, rationalized 29% of SKUs, and increased margins by 1.5% in price sensitive market

Restored service
levels to
by successfully
decreasing lead times

Industry: Electronic Toys

Situation: Service levels dropped to 83% and management sought to implement supply chain improvement initiatives

Impact: Service levels were restored to 95%, SKUs were rationalized by 25%, value stream mapping led to lead time reduction, and inventory decreased by 12%

Increased throughput with 
EBITDA improvement of
basis points

Industry: Medical Devices

Situation: Gross margin decline of 8.4 pts led management to seek a facility assessment to drive key improvement initiatives

Impact: Developed scheduling tool to optimize job sequencing / reduce setup times, increased throughput by organizing workflow around value streams, created make-to-stock program that reduced batch size and number of setups

Reduced maintenance
service times by 

Industry: Industrial Equipment

Situation: Accelerated company growth placed pressure on repairs & maintenance operation to reduce shop turn time

Impact: Improved quality and time-to-completion of critical shop instructions led to 40% decrease to turn times

Industry: Oil Field Equipment

Situation: Throughput decline, lost sales, and high manufacturing variances prompted management to seek help in achieving operational improvements

Impact: Implemented Lean Manufacturing techniques to level-load facility / increase throughput, re-engineered processes to reduce bottlenecks, improved scheduling system to increase batch sizes and reduce setup time

throughput by
in two consecutive quarters,
along with 15% GM increase
Reduced annual
costs by
through 1% yield 

Industry: Beverage

Situation: Company-wide waste reduction effort included identifying sources of liquid loss in production

Impact: Keystone outlined recommendations for improving bottle sampling, decreasing likelihood of large-scale losses, and three other yield improvement initiatives; 1% of total product was recuperated (worth $2.5M in sales).

Day One with
disruptions to
customer orders

Industry: Garage Doors

Situation: Company sought to achieve top line strategic objective through acquisition, engaging  Keystone for integration help and synergy capture

Impact: Integration went flawlessly; no disruption to order processing, synergies were captured/exceeded on schedule, no unplanned turnover



projected liquidation value through company sale

Industry: Stone

Situation: Quality issues led to customer discounts and worsening EBITDA / cash flow for an already highly levered company

Impact: Keystone managed cash until bankruptcy sale, the sale generated 2.75x the projected liquidation value, and the bank fully recovered its outstanding debt

breakeven within
months of implementing turnaround initiatives

Industry: Automotive

Situation: Sales had decreased by over 30% in three years; the company was in default of its loan covenants and was expected to run out of cash in 60 days

Impact: Company reached breakeven within four months of beginning to implement turnaround initiatives

Increased cash
as interim 

Industry: Steel

Situation: An inventory adjustment exposed need for EBITDA improvements and cash forecasting

Impact: Keystone took on roles of Interim CFO and COO, availability increased by 8x, direct labor efficiency increased by 12%, DIOH decreased 17%, and management relations stabilized 

Realized operational
cost reductions
greater than

Industry: Trucking

Situation: Increased leverage and economic slowdown prevented the company from generating sufficient EBITDAR to cover debt service

Impact: Reduced operating costs by 25% more than originally expected and achieved various favorable changes to credit agreements

inventory by
to improve
working capital

Industry: Furniture

Situation: Margins and profit had been eroded by a bloated product portfolio, high overhead costs, and growing inventory levels

Impact: Product planning led to rationalization of 35% of SKUs  and implementing a robust S&OP process reduced inventory by 60% 



Created integration
playbook for merging

Industry: Food

Situation: PE firm was evaluating two companies for acquisition and combination with a third (already owned) company

Impact: Provided the PE firm with a template for assessing production capacities and evaluating synergies / one-time costs for this deal and  upcoming deals

Day One with
disruptions to
customer orders

Industry: Garage Doors

Situation: Company sought to achieve top line strategic objective through acquisition, engaging  Keystone for integration help and synergy capture

Impact: Integration went flawlessly; no disruption to order processing, synergies were captured/exceeded on schedule, no unplanned turnover

Identified procurement synergy opportunities
greater than
initial targets

Industry: Packaging

Situation: The company expanded operations to the West by acquiring a business in that region, seeking to generate synergies post-close

Impact: Analyzing A/P and PO data, Keystone identified procurement synergy opportunities 4x greater than initial targets

Improved facility
utilization by
through footprint consolidation

Industry: Electronics

Situation: Numerous acquisitions left the company with a sub-optimal collection of facilities and redundant capabilities

Impact: Shrinking of footprint through plant reconfiguration and facility sales led to facility utilization improvement of 25% and decreased annual operating costs

Year One
synergy target

Industry: Steel

Situation: Tubular Division acquired a competitor to diversify into other markets, engaging Keystone for a fair value assessment, operation continuity, and synergy capture

Impact: Synergy targets were exceeded, Day One operations ensued with no disruptions, and key resources were retained