I learn every day with the business challenges faced by our customers. We overcome them together.

Cláudia Sofia Santos Rodrigues, Implementation Manager at #Voltarion, is proud to be part of the team.

Since her first interaction, Cláudia understood how committed Voltarion was to “offer the highest level of service to their customers and employees” and how the company would enhance her career development.


Continue reading “I learn every day with the business challenges faced by our customers. We overcome them together.”

On-Time Delivery through organizational alignment

#CaseStudyVoltarion | Due to a substantial increase in customer orders, our client – a Bus manufacturer – was facing a major growth opportunity.

To make sure they would seize it, all internal teams had to be mobilized towards a common goal: the On-Time Delivery (OTD).

For that, #Voltarion implemented a successful Project Management Office (PMO) structure and achieved several tangible results.

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PMO Value Creation Plan


20% loss of market share over several years, with declining margins. Growing competition, loss of customers and revenue per m2 of commercial area. Underutilization. Urgent need for strategic repositioning. New management, strong restructuring with a 20% reduction in headcount and implementation of the Value Creation Plan with a focus on the Hotel and Catering Industry and a clear growth objective.


The “100 Days Delivery Plan” started integrating project charters with objectives, metrics, milestones and responsibilities. International Reporting. PMO support, integration of initiatives in the fields of assortment review, communication, TAC (Transport After Check-out), out-of-store delivery, store layout, operational processes, commercial effectiveness, and property.


Expected results by the end of the programme:

12% increase in market share (~ 43% market share in Hotel and Catering)

Sales increase with CAGR 5 years 2.8%

  • 12%

    increase in market share

Shared Services Centre Definition


Action taken under the Strategic Transformation Plan materialized in the creation of a support structure for Business Units, to carry out operations and assign field technicians, enabling more efficient management of human, technical and material resources. Internalization of subcontracted activity (35%) for a total of up to 80%, EBITDA increase of €1.4M/year.


Conducting of a preliminary Business Review to align objectives, define structure (organization, roles and responsibilities, master plan), processes, systems and governance model. Definition of the implementation plan. Compilation of the service catalogue. Choice of Information System Capacity Management (ClickSoftware) and implementation of the operating model based on pilot and roll-outs.


Results upon conclusion of the programme:

  • Compilation of the services/products catalogue
  • Reduction in the Project Lead Time
  • Reduction in the Order-to-cash cycle time
  • 14% increase in productivity
  • 14%

    increase in productivity

Increasing Productivity on the Line


The company aimed to reduce the working hours devoted to one particular type of bus from an average of 1,250 to 750, as well as achieving a 1% cut in the cost of materials (only related to engineering solutions), which represented 70% of the cost of the product. There was one dedicated assembly line for this type of bus.


The team took an approach based on five work streams: 1) Assembly line balancing; 2) A review of the QA process; 3) Logistics and material planning; 4) Design for Manufacturing; 5) Organizational development. A plan was drawn up to implement the changes over a 26-week period.


The programme successfully delivered against targets:

  • 30% reduction in direct labour;
  • > 1% reduction in COGS;
  • 1.63% increase in EBIT;
  • Total project ROI 2.08:1
  • 30%

    reduction in direct labour

  • > 1%

    reduction in COGS

  • 1.63%

    increase in EBIT