MARKETING

CASE STUDIES

CASE

STUDIES

Identified markets for entry with potential to generate
2X
current
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

Increased 
sales by
24%
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
three

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

Increased
revenue by
15%
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

Discovered
four
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

CASE

STUDIES

Cut setup
times in
half
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 

Rationalized   
 
29%
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
95%
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
680
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 
40%

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

Improved
throughput by
>14%
in two consecutive quarters,
along with 15% GM increase
Reduced annual
costs by
$2.5M
through 1% yield 
improvement

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).

Seamless 
Day One with
zero
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

CASE

STUDIES

Generated
2.75x
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

Reached
breakeven within
four
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
availability
8x
as interim 
CFO and COO

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
25%
greater than
expectation

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

Reduced
inventory by
60%
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% 

CASE

STUDIES

Created integration
playbook for merging
three
companies
simultaneously

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

Seamless 
Day One with
zero
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
4x
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
25%
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

 Delivered
 
2.7x
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