This company was carved out of a larger industrial group and focused on supplying flexibale packaging to leading FMCG players across Europe. 

After a prolonged period of under performance, a small team from Anaka performed a 4-week diagnosis to detail a 6% increase in profit margin (3% to 9%). Following the sharing of this detailed value creation plan, Anaka were asked to manage a CEO transition and one of our partners held the interim CEO role for 12 months.

A complete overhaul of internal daily, weekly and quarterly KPIs was implemented with the transparent sharing of the profitability of each and every manufacturing run (to all staff), with quarterly bonuses directly linked to this value-add. 

Lean production was introduced that reduced material waste from 11% of volume of purchases to 4% in 6 months, reduced material SKUs by 50%+ and focused on colleague safety and right-first-time. 

Absenteeism reduced from 9% to 2% in 6 months and the customer on-time delivery improved from 70% to 98%+, along with an agreed definition of how meeting customer expectations was measured. 

Total production capacity was increased by 30% (volume in year 2 by 10%) without any investment in new machinery. In fact, certain old lines were ‘semi-retired’. 

Finally, along with a BAU CEO, a new investment thesis (including downpayment on the latest machinery – on an 18-month lead-time) was documented and marketed to potential future investors. 

Anaka partners came in 3.5 years into an original (failed) 4-year investment thesis. The company was eventually sold by the PE sponsor after 5 years with a x3.0 return on cash.