This document provides information about a consulting company called Trust Value Group that helps other companies improve stability and flexibility. It discusses how instability can be caused by unreliable processes and equipment. The company's approach involves first standardizing processes and structures, then implementing lean manufacturing methods to boost efficiency. Case studies show they have helped companies in various industries reduce costs and optimize operations through restructuring.

1. Company profile
Generating real value for our customers http://www.trustvalue-group.com

2. To survive the crisis, many companies have:
 Reduced the number of direct productive employees.
 Reduced their investments to the minimum.
 Rescheduled the reimbursement of their credit lines with the
banks
 Entered an hibernation period.
These measures were necessary, but they have destabilized
the whole structure.
We are not selling visions, we generate real value…
Will you survive the next crisis?

3. What is needed is a stable and flexible structure
Indeed:
1. The good old time of strong growth and phenomenal margins will
not come back soon.
2. The pressure of the competition will increase and force companies
to further reduce their costs.
3. The size of the production series will further decrease, forcing
companies to be more flexible.
4. The knowledgeable employees will retire with their experienced
based know-how and the companies will stop running.
Only a stable and flexible structure will protect you from the
future unknown unknown
It is time to act and move your organisation
to the next stage
We are not selling visions, we generate real value…

4. Instability:
 Instability is the result of variability in the process and is due
to the following factors:
 equipment is not well maintained and so breaks down regularly
 defects are regularly produced (rework, waste…)
 no standard work
 amount of time needed to perform a given process varies from
person to person or shift to shift.
 poorly executed processes and poor management.
Stability:
 Stability is the capability to produce consistent results over
time.
 A stabile state is a pre-condition for the implementation of
any lean manufacturing method.
 Stability does not mean inflexibility
We are not selling visions, we generate real value…

5. To reach stability:
 The first phase is the effectiveness phase.
It is about doing the right thing (standardisation phase).
 It includes:
Clarifying and simplifying the organisational structure
Redesigning or improving the processes
Standardising the data and the data structure
Implementing a trustful reporting system
Its goal is to establish a basis on which the effect of the
measures taken can be assessed with confidence.
 The second phase is the efficiency phase. It is about
doing the right think in the best possible way. It is about
implementing lean manufacturing methods to reduce
costs.
b
cd
a Lean
manu-
facturing
We are not selling visions, we generate real value…
Standar-
disation
phase

6. Our roadmap to success, phase 1
 The result: a clear roadmap including a detailed list of
measures to be implemented and their financial result.
 Fact finding and analysis: we spend time with the
management and the employees to understand the situation
and prepare a list of measures necessary to reach the stable
phase.
 Our view  common view: we define a common list of
measures to be implemented. We go from our view to a
strong common view as a basis for the implementation.
We are not selling visions, we generate real value…
1

7. Our roadmap to success, implementation phase
 The result: achievement of a stable state as a basis for further
improvements.
 Decision to implement: based on the common view resulting
from the analysis phase, a project organisation and a project
plan for the implementation is established. The return of the
project is assessed and measurable goals defined.
 Implementation phase: the measures included in the list are
implemented and tested in pilot projects before finalised
We are not selling visions, we generate real value…
2

8. Our roadmap to success
 The result: a stable state
 Our combined 2 phase approach guarantees you that we will
not delivery only a nice report, but that we will work with you
in the implementation phase.
 Your success is our success
We are not selling visions, we generate real value…
1+2 =
stability

9. Trust & Value
 Trust & Value Group is the consulting group specialized in
organization restructuring, process optimization and cost
reduction in South-Eastern Europe. Based in the region, we
can benefit from lower “production costs”, while offering our
customers a high level of expertise.
 Trust & Value is growing strongly and employs South-Eastern
European consultants that have all been studying or working
in Germany or for Western European companies before
joining the company.
 Trust & Value can count on the support of a network of
specialists in Vienna to assist on specific issues.
We are not selling visions, we generate real value…

10. Strategy, M&A
Pierre Matile is a Swiss citizen. He holds a MBA from London Business School.
He has spent his career restructuring companies in Switzerland (for UBS AG),
in Austria (VA TECH GROUP) and in Germany (software companies). He is a
managing partner of Trust & Value Group.
Efficiency improvements and cost reduction
Dilian Dimov is a Bulgarian citizen and holds a master degree in Economics from
the Friedrich-Alexander University Erlangen-Nuremberg. He has been working for
a number of top clients in Germany, Bulgaria, Serbia, Romania and the Czech
Republic.
We are not selling visions, we generate real value…
Efficiency improvements and cost reduction
Cristian Ciortea is a Romanian citizen. He holds a master degree in Economics
from the Bucharest Academy of Economic Studies. He has been working for a
number of top clients in Romania, in different industries. He is specialised in the
implementation of change management projects resulting in measurable cost
reduction. He is a managing partner of Trust & Value, in charge of the Romanian
operation.

11. Trust & Value Group
 Get to know us during the Fact Finding phase. You can
decide whether to invest in a project after your have seen
and understood the optimization potential
 We implement with you the improvement potential and give
you the guarantee that we will realize the potential we have
identified
 We give you the stability that you need to growth
successfully.
Pierre-Yves Matile, MBA
Managing Partner
matile@trustvalue-group.com
Trust & Value Group
Weimarer Strasse 22/7
1180 Vienna,
Austria
+43 (0) 699 172 24 551
www.trustvalue-group.com
We are not selling visions, we generate real value…

12.  Leading manufacturer of bearings in Romania
 Employees: 2.000
 Main focus:
- Optimization of the administration and supporting
functions
- Proposal for implementation of new organizational
structure and for optimization of the production
processes designed to reduce costs and increase
productivity
Project example: machine-building

13.  Leading Romanian manufacturer of pots and stoves
 Employees : 600
 Main focus:
- Restructuring of organisation
- Restructuring of production process
Project example: enameled cookware and stoves

14.  Leading Romanian manufacturer of plastic injected
parts for automotive customers
 Employees : 400
 Main focus:
- Restructuring of organisation
- Preparation of business plan
Project example: automotive supplier

15.  Leading Romanian manufacturer of isolators
 Employees : 300
 Main focus:
- Restructuring of production organisaton and processes
- Implementation of planning and reporting processes
Project example: medium and high voltage isolators

16.  Leading Romanian manufacturer plywood
 Employees : 200
 Main focus:
- Restructuring of organisation
- Restructuring of production process
Project example: plywood

17.  Leading Bulgarian producer of fertilizers
 Employees : 1000
 Main focus:
- Preliminary analysis
Project example: fertilisers

18.  Romanian producer of sausages and meat delicacies
 Employees : 210
 Main focus :
- Comprehensive reorganization proposal
- Implementation of new production and production
capacity planning process
- Design and implementation of “time-driven activity
based costing“ model for calculating costs
Project example: food industry

19.  Market leader for the production of zinc, lead and
precious metals in Bulgaria
 Employees: 1.400
 Main focus:
- Optimization of supporting functions and integration
with other group companies
- Optimization of the production organization and
processes
Project example: non ferrous metals

20.  Bulgarian market leader in the production of
aluminum, cast iron, steel castings
 Employees 1.300 in 6 plants
 Main focus:
- Analysis and new design of main business processes
(sales, purchasing, accounting) for reduction of lead
time and costs
- Design of new operational holding structure and
integration of business units
- Productivity improvement
Project example: metallurgy

21.  World leader in electrical engineering and automation
 Employees: 260
 Main focus:
- Detailed analysis of production processes
- Preparation of optimization plan
- Optimization of supporting functions
- Management training “lean manufacturing”
Project example: electrical engineering and automation
BULGARIA

22.  The biggest manufacturer of electrical wire rope hoists
in Central and Eastern Europe
 Employees : 200
 Main focus:
- Optimization of production processes and organization in
order to increase productivity
- Developing and implementation of organization and tools
needed for planning and managing the production
- Implementation of KANBAN system for reducing the
work in progress
Project example: machine-building

23.  Leading manufacturer of electro-welded steel and
aluminum tubes and profiles in Bulgaria
 Employees: 550
 Main focus:
- Proposal for a comprehensive reorganization of the
company aiming at reducing costs and increasing
productivity
- Optimization of the production processes
- Assistance in debt restructuring
Project example: machine-building

24.  European market leader producing steel wheels and
rims for forklift trucks
 Employees: 260
 Main focus:
- Optimization of the production organization and
processes
- Productivity improvement
- Reduction of work-in-progress
- Design and implementation of production planning and
reporting systems
Project example: machine industry

25.  Leading manufacturer of cellulose
 Employees: 600
 Main focus:
- Reorganization and optimization of production
division
- Reorganization of maintenance to ensure high
productivity
Project example: cellulose production

26.  Leading manufacturer of viscose rayon in Europe
 Employees: 960
 Main focus:
- Analysis and optimization of the production process
- Implementation of a new organization for the production
- Implementation of tools for monitoring and production
planning
- Cost reduction
СВИЛОЗА
Project example: chemical industry

27.  Leader in the production of home textile ready-made
items in Bulgaria (IKEA supplier)
 Employees: 1.300
 Main focus:
- Implementation of a new organizational structure to
simplify the business processes and increase their
efficiency
- Improvement of interaction between production and
supporting units
Project example: textile industry

28.  American company, leading manufacturer of magnetic
heads in Europe
 Employees: 140
 Main focus:
- Reorganization of the company
- Optimization of production processes
- Optimization of supporting processes
- Implementation of modern costing system (activity
based costing)
- Reduction of production costs
Project example: electronic industry

29.  The largest printing house in Bulgaria, specialized in
full-color printing of magazines, catalogues and
advertising material
 Employees: 200
 Main focus:
- Optimization of the production processes to reduce cost
and increase productivity
- Optimization of the administration and supporting
activities
- Development of models for cost calculation
Project example: printing industry

30.  Leading manufacturer of mono-and multilayer
polyethylene films and packaging
 Employees: 180
 Main focus:
- Introduction of new organization and optimization of the
production processes to reduce cost and increase
productivity
- Implementation of planning process and production
reporting system
- Optimisation of administrative and supporting activities
Project example: packaging

31.  Market leader for cosmetic in Bulgaria
 Employees: 600
 Main focus:
- General reorganization of the company
- Optimization of main production and administration
processes
- Optimization of internal logistic
Project example: cosmetic industry

32. Project example: food industry
 Part of LLI EUROMILLS holding, owner of 26 mills
in Germany, Austria, Poland, Czech Republic,
Hungary, Romania, Bulgaria and Greece
 Main focus:
- Analysis of organizational structure and processes,
including utilization of the milling lines
- Analysis of the strategy for purchasing raw materials,
development of scenarios for grain supply from silos
owned by group outside Bulgaria
- Development of a concept for building an effective
organization

33.  Leader in the production of wafers, biscuits and
pastries in Bulgaria
 Employees: 600
 Main focus:
- Production process optimization to reduce the labor cost
and waste
- Optimization of the administration and supporting
activities
- Training of the management, recruitment of new
managers.
Project example: food industry

34.  Leading manufacturer of wafers, biscuits and cakes
 Employees: 160
 Main focus:
- Optimization of the production process to reduce the
labor cost and waste
- Optimization of the administration and supporting
activities
- Training of the management
Project example: food industry

35.  Leading manufacturer of non-woven technical textiles
 Employees: 160
 Main focus:
- Optimization of the production process
- Implementation of tools for planning and production
management
- Development of a model for cost calculation and
optimization of the product portfolio
Project example: textile industry

36.  The largest Bulgarian company specialized in the
import, sales and servicing of professional and
construction equipment.
 Employees : 260
 Main focus:
- Preparing a strategy and plan for the restructuring of the
various business departments
- Reorganization of the company
- Financial restructuring
Project example: retailer for professional equipment

37. Project example: warehouse and office complex
 A unique combination of warehouses and offices
spread over an area of ​​50,000 m2
 Main focus :
- Analysis of the market, customers, organizational
structure and processes
- Preparation of concept with different scenarios for
future development of the complex
- Implementation of new organisation

38.  Realisation of Independent business review
(IBR) of companies in financial difficulty
 Support during implementation of chosen
strategy
Project example: bank sector

39.  Get to know us during the Fact Finding phase. You can decide whether to
invest in a project after your have seen and understood the optimization
potential
 We implement with you the improvement potential
Group: Pierre-Yves Matile Matile@trustvalue-group.com
Bulgaria: Dilian Dimov dilian.dimov@trustvalue-group.com
Romania: Cristian Ciortea Cristian.ciortea@trust-value.ro
Trust & Value Group
Weimarer Strasse 22/7
1180 Vienna
Тel: +43 699 172 24 551 http://www.trustvalue-group.com