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Colorful Chalks

Business Transformation and Change

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Are you ready for the Change? 

 

KERY help the enterprises to drive the Change!

  • KERY help the enterprises to regain the unique value, differentiate these companies; and keep the enterprises more productive, efficient or lean theoretically possessed when they:

    • start the Change that is managed BY KERY. This would enable these enterprises to sustain their growth while constantly innovating for their customers.

    • follow the roadmap created by KERY for the services and products being offered to customers with the plan to achieve  the goals and competitive advantage by the Change.

  • KERY drive the Change at the enterprises in regardless of the industrial revolution they are by:

    • Restructuring the organization, business, teams, departments, portfolios and processes​

    • Managing, Improving, Mapping, Modeling and Optimization of Processes, Procedures, Workflows and Best Operating Practices

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It does not matter in which Industrial Revolution you are! We support your Change!

  • The industrial revolutions that mapped the progress of human kind are a combination of some of the momentous events in history. Starting from the commercial steam engine during Industry 1.0, moving to harnessing electricity in 2.0 and finally ending up with the computers in 3.0. With the advent of interconnected technologies taking over our daily lives, we are already witnessing Industry 4.0. 

  • When people think of the industrial revolution, one of two things may come to mind.

  • Some people immediately think of the changes in manufacturing brought about by the use of machinery.

  • Others may think of the industrial revolution as an ongoing reality that we still live in today.

  • Both of these are correct.

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Why Industrial Revolutions are Important?

  • It is necessary to identify the industrial revolution that the customer is in since the business processes are significantly influenced by the type of the industrial revolution.

  • The industrial revolution is also an indicator of the enterprise about the level and the contribution of the IT and technology in its business, business model and the business processes.

  • The enterprise may be in a different industrial revolution than expected due to its:

    • nature of business​

    • location of the business

    • the technology level of the business

    • the cost of labor in the business

    • the profit margins in the business

  • Before driving any change at the enterprise, KERY identifies the Industrial Revolution of the enterprise with a full assessment report that also includes the recommendations that the enterprise shall need to go to the other industrial revolution that the enterprise target to enter.

  • For this reason, KERY identifies the Industrial Revolutions as:

    • Industry 1.0: First machines with the development of steam engines (Started at 1780s)

    • Industry 2.0: Mass production (Started at 1880s)

    • Industry 3.0: Digital, electronical equipment (Started at 1980s)

    • Industry 4.0: Establishment of cyber-physical systems (Started at 2010s)

    • Industry 5.0: Human less Technologies for the society (Expected to start at 200s)

The First Industrial Revolution

  • The first revolution brought economies around the world out of agriculture and handcrafts, into the world of machines.

  • While farming and handmade goods still form a large part of today’s economy, they are nonetheless affected by the use of machines.

  • Here are some of the advances it introduced in manufacturing:

    • Invention of new machines, such as the spinning jenny

    • Improvements in transportation and communication

    • Reliance on new energy sources, such as coal

    • The use of new raw materials, such as steel

    • Division of labor and worker specialization

The Second Industrial Revolution

  • To many people, a second revolution may come as a surprise. However, once put into context, it makes perfect sense. This revolution occurred in the 19th and early 20th centuries. At this time, manufacturers began to experiment with more synthetic materials and machines evolved to play an even more important role in industry.

  • Inventors created computers, automatic operations came into existence and plastics joined the production line. World War I, which lasted from 1914 to 1918, also helped to revolutionize manufacturing. Britannica notes that the two key features of the second industrial revolution are mass production and the use of electricity.

The Third Industrial Revolution

  • Meanwhile, the key features of the third industrial evolution were electronic devices and information technology system.

  • This led to the rapid change from analog to more digital systems in manufacturing plants.

  • The new form of modernism took root in the 1950s and spread like wildfire.

  • Automation software also made its debut at this time, taking over many of the menial tasks previously completed by humans.

  • This led to perhaps the first big scare that machines would now lead to mass human unemployment.

The Fourth Industrial Revolution

  • Industry 4.0 and smart manufacturing, the fourth stage of the industrial revolution unfolded over the past few decades.

  • The key feature of this revolution is cyber-physical systems.

  • Organizations have also taken automation to a whole new level.

  • In addition to this, whereas the prior revolutions mainly focused on economic changes, this time, political and cultural changes played equally important roles in how technology transformed America and the rest of the world.

  • Most of these changes were fast-tracked and then spread globally with the help of the Internet of Things.

  • This provided a new level of interconnectivity that had never been seen before.

  • Not only were people aware of events happening halfway across the world, but economies had become so intertwined that they were affected by them.

  • For all its social implications, Industry 4.0 is still primarily based on the changes to manufacturing.

  • The current manufacturing process is more holistic, creating interlinks between the physical and the digital.

  • This is what creates the cyber-physical ecosystem that characterizes this phase of the ongoing industrial revolution.

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Why Kery as a Change Partner?

  • KERY is a pragmatic service provider offering you specific, bespoke, feasible and immediately realizable solutions.

  • KERY has extensive experience of your industry and the small and medium-sized businesses while keeping sight of the "human factor".

  • KERY understand and appreciate your company’s unique qualities, both from an IT and business-environment perspective.

  • KERY value your business and your priorities in terms of time, cost and quality.

  • KERY always make use of appropriate tools and strategies to make sure that the project stays on budget and on schedule.

  • KERY have references in Restructuring and Optimization which shall give you confidence on managing the potential challenges and transforming into opportunities and executing a successful change within the targeted timeframe.

  • KERY has qualified managing partners and consultants that have extensive experience in business, operations, S&OPs, production, ERP/MRP/PCP, supply chain, warehousing, sales and services. They can establish or restructure the entire organization or a specific team/department/portfolio and optimize the processes, procedures, workflows and best operating processes.

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CONSULT

We take the time to understand your business so we can recommend the change that best suits your workflows  and processes after discovering what you need and design customized solutions to drive the Change.

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IMPLEMENT

We will manage your restructuring aor optimization project provising full system implementation from end to end meeting your priorities, deadlines, requirements and expectations and budgets.

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TRAINING and SUPPORT

We will provide full training on the e topics including restructuring or optimization of processes, procedures, workflows, best operating practises as required and and as much support during post delivery.

Steps of KERY Approach 

Discover and implement the Change quickly, easily and effectively

In the following 7 (Seven) steps, KERY will ensure that the Change in the business of our customers discovers and implements the best fit.

Step 1 Discovery

​KERY will help you save time, resources and money with a free discovery session and guide you into the right direction to improve the business process of the customers.

Step 2 Exploration

KERY will go through the process of assessing the business of the customers to a get a tailored fit Change that works for the business of the customers. Not only assessment of your system but also KERY will also spot the current gaps in the processes, procedures, workflows and best operating practices that need optimization or restructuring.

Step 3 Pilot Project

If the customer is not still convinced, KERY will test the business processes restructured or optimized to give you the proof before the customer commits. The customers will not need to worry about the problems with implementation and the customer will know whether it is right for him or her.

Step 4 Making the Move

If the customer is worried about the Change, KERY will handle the details. When the customer is ready to start the Change, KERY will provide a dedicated team of consultants to help configure, setup and test the implementation of restructuring or optimization if the customer would like additional help.

Step 5 Training the Staff of the Customer

The team of the customer could not be ready for a Change. With the right training, the team will be prepared from any one. KERY will provide workshops, training literature and access to knowledge center to ensure an easy transition to the new Change.

Step 6 Going Live

  • KERY will support the customer to get a flawless launch of the Change from the first day. KERY will ensure that the customer have the support the customer need for a smooth start with the new Change and the staff fully trained.

  • Not only KERY will make sure that the first day is a success, KERY will also help the customers to keep an eye on the Change and how it is performing.

Step 7 Ongoing Support

KERY will support the customers with a team of consultants with frontline support and advanced support to tackle any issue customer may face.

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Reference Works for Operations Consulting/Restructuring/Process Optimization 

  • Operations Consulting (in SaaS, IT, Nanotechnology, Energy, Power Generation, Renewables, PV Solar, HVAC, Life Support Solutions)

  • Business Restructuring (in Nanotechnology, Energy, Power Generation, Battery Storage Solutions, Boilers & Heat Exchangers, Renewables, Hybrid Power Plants, Temporary Rental Power Solutions, PV Solar, HVAC)

  • Department-Team Restructuring (in Earth-Moving Machinery, Construction Machinery, Industrial Rental Solutions, Poles, Gantries, Energy Solutions, Renewables, Power Generation, Automotive)

  • Portfolio Restructuring (in Nanotechnology, Energy, Power Generation, Earth-Moving Machinery, Construction Machinery, Industrial Rental Solutions, OEM Engines/Drive Trains, Poles, Gantries, Energy Solutions, Renewables, Power Generation, Automotive, Battery Storage Solutions, Boilers & Heat Exchangers, Hybrid Power Plants, Temporary Rental Power Solutions, PV Solar, HVAC, Water Generation Systems)

  • Optimization of Processes, Workflows and Best Operating Practices (in Nanotechnology, Energy, Power Generation, Earth-Moving Machinery, Construction Machinery, Industrial Rental Solutions, Power Plant Solutions, OEM Engines/Drive Trains, Poles, Gantries, Energy Solutions, Renewables, Power Generation, Automotive, Battery Storage Solutions, Boilers & Heat Exchangers, Hybrid Power Plants, Temporary Rental Power Solutions, PV Solar Power Plants, PV Modules and Equipment, HVAC, Water Generation Systems, Water Treatment Systems, Off-Road/On-Road/OEM Machinery, Foundries, Medical Equipment, Screening & Crushing Machinery, Aftermarket/Spare Part Distribution, Construction)

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Project Locations for Operations Consulting/Restructuring/Process Optimization 

  • Operations Consulting (USA, Turkey, Netherlands, Germany, Italy) (6 Companies)

  • Business Restructuring (USA, Turkey, Netherlands, Germany, Italy, UAE, Qatar) (8 Companies)

  • Department-Team Restructuring (USA, Turkey, Netherlands, Germany, Italy, Bangladesh) (10 Companies)

  • Portfolio Restructuring (USA, Turkey, Netherlands, UK, Germany, Italy, UAE, Qatar, Sweden, Denmark) (14 Companies)

  • Optimization of Processes, Workflows and Best Operating Practices (USA, Turkey, Netherlands, UK, Germany, Italy, UAE, PRC, Qatar, Sweden, Denmark) (23 Companies)

CONTRIBUTION SNAPSHOT

A Turkish industrial machinery producer market leader in Turkey and leading player worldwide-In the times of the local recession in which firms had been suffering to sell machines to local customers working for state projects with almost no budget, a transformational shift in business was targeting the customers in MENA Region who had focus on equipment of world leading brands. Played an instrumental role in bringing a new view to the company by focusing on customer-focused projects/services, alternative aftermarket solutions, complementary machinery, attachments, tools, equipment and components and niche projects for local customers and in emerging countries by applying new aftermarket/customer support/dealer support/after sales services marketing and business development strategy, product quality improvement scheme, customer-centric and cost-effective products/services, improved service quality, creativity, pragmatic overview communication skills to build value and keep the company competitive even in the face of declining local market and competitive threats by global giants in emerging markets and challenging gaps in quality perception between the customers and the company.

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A U.S. Multinational Life Solution Provider which is active in US-EU-Middle East-Launched new sales, business development and project management processes, products and solutions, re-launch existing products of waste-to-energy plants and water generators and launching them new solutions in  energy business which were derived from a combination of existing products. Transformed marketing materials to strategic messaging with easily understood terms promoting the overall value proposition to the customers instead of product specifications and cost calculations who have technical and challenges in their energy and water stressed territory. This optimization has brought the enterprise to get awarded multimillion USD projects and introduced a totally independent energy and water generation resource which is the first in its kind in the world.

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A Turkish Diesel Power Generator Manufacturer market leader in Turkey and leading player worldwide-In the global recession in which diesel generator manufacturers had been suffering to sell to their customers who have budget constraints, brought a new ROI-Oriented Mindset, transforming the manufacturer profile into turnkey system integrator, shifting the internal focus to Solutions. Introduced systems for tracking and measuring quality results, significantly lessened previously wasteful spending on inventory and focused on increasing revenue, profit margins, productivity, operational efficiency and access to projects. Ultimately established cooperation between formerly disconnected teams to unite technical & financial operations and corporate cultural change enabling employees to empower creative problem solving under new structure.

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An international Dutch Renewable Energy Project Integrator active in 12 countries in the world-In a promising and highly competitive business with regulation challenge, tough environmental conditions, customers with budget constraints and technically challenging problems, devised inventive and creative strategies & innovative solutions comprises PV Solar, Diesel Power Generation & Hybrid Solutions to generate maximum exposure at the lowest possible costs, strict cooperation with PV Module producers and extensive cooperation with the teams at headquarters/subsidiaries by identifying/capitalizing on untapped profitable market opportunities in MENA Region and East EU and transforming the company from a system integrator and cell producer into a turnkey system provider, equipment reseller and solution generating center with a network of dealers. Consultancy to investors for technical/financial feasibility, technology and product selection. Consultancy to Equipment OEMs for market potential assessment and market development efforts. Valuation / financial modelling of ready-to-finance projects to investors and financial institutions.

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Turkish Energy Solutions Manufacturer market leader in Turkey and leading player worldwide-Developed reputation for resourcefulness and ability to deliver real value and tangible results on shoestring marketing budgets, low-budget customers looking for low-value products with budget constraints in challenging and turbulent emerging markets, top customers in the developed markets with strict quality expectations. Brought cross-industrial experience after raising awareness and demand high-quality, economic early-market products in power solutions and green energy solutions, created compelling marketing and sales pitches, aggressively follow bids, tenders & dealer opportunities, shortened sales and production cycles, introduced innovative solutions which improve investment cost of customers and production cost of the company. Built market share with leading edge customers. Built strategic alliances with renewable energy solution providers and develop projects with them in which existing products have higher sales value that improved the profitability of operations and introduced new project awards that generates millions of USD revenue additionally. Created systems in which business development, sales, project management, procurement and production planning teams are integrated and standardized processes that minimized costs while maximizing returns for the company with few investment dollars.

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A U.S. Multinational Turnkey Power Plant Installer and Equipment Manufacturer which is active in 135 countries in the world-Brought track record of success promoting, optimizing existing sales & business development processes, products and solutions, re-launch existing products and launching new solutions in geothermal power plant business which were derived from a combination of existing products. Transformed marketing materials to strategic messaging with easily understood terms promoting the overall value proposition to the customers instead of product specifications and cost calculations who have technical challenges in their existing power plants and who focused on maximum efficiency and revenue gain for their new power plant investments in geothermal, biomass and coal-fired plants. This optimization has brought the enterprise to the market leader in flash plants and cold-end solutions for binary plants, generated a  Hybrid Cold-End Solution (condenser + cooling tower pack) to improve cooling inefficiency in air-cooled geothermal plants during hot weather which is the first in its kind in the world.

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A Turkish Distributor of Diesel Power Generator Manufacturer/Construction Machinery Manufacturer and Rental Solutions Provider in Turkey-In a declining, low profit business in an emerging market, devised inventive and creative strategies to generate maximum exposure at the lowest possible costs by identifying/capitalizing on untapped market opportunities in what was previously considered a «dead-end» market. Played key role in growing business of power train to exporting OEM SMEs, power generation packs to end-users; and aftermarket packs (filters, lubes, oil and  maintenance packs) to the customers and dealers who focus on high quality and economic pricing. Launched new products of Diesel Power Generators, Rental Diesel Generators, Power Train Solutions and Aftermarket Solutions after preparing Strategic Plans, Go-to-Market Strategy & Plans and contract management with vendors. Introduced solutions for technical sales, rental sales, project sales, corporate sales and aftermarket sales after establishing business development team and optimizing the processes, procedures and workflows between sales, aftermarket, drive train, rental, power generation, procurement and supply chain teams to improve revenue and market share in Turkey. Actively accessed more than 200+ OEMs physically in 15 segments, securing prototype and serial production purchase orders with OEMs for drive train solutions.

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