The Problems

Our customer recently merged with another company. Merging the operations from the two organizations required lengthy and detailed analysis of each plant’s capabilities, cost to produce and distribute, as well as the potential for future expansion. The master plan had to consider locale, union fallout, and how to make the existing capital equipment produce more of a varying product base.

The Solutions

The E²M/Polytron-led team conducted a lengthy study of the existing plants resulting in many options for the customer to consider, including plant closings, rationalizing brands, and future expansion.

When the plan was selected, E²M/Polytron provided the definition and execution to enable the customer to consolidate their manufacturing capabilities and production volumes of distilled spirits from seven (7) locations to four (4), without disrupting the plants’ operational capabilities. The project included major building expansions at one location, a plant shutdown, and multiple processing and packaging additions and improvements. E²M/Polytron managed the entire project including facility planning, layouts and design, equipment specification and procurement, installation, controls and training.

Throughout the system there were a total of seventeen (17) production lines modified/or installed, utilizing mostly used, relocated equipment, with one (1) line that incorporated the use of new equipment, along with process modifications and improvements made at each plant.

The Results

The consolidation was completed on-time and within budget – with funds left over for the customer to continue improvements as they deemed appropriate. Since the consolidation took place over a two year period, other marketing initiatives requiring capital investment were integrated in to the overall project to ensure that all the customer’s strategies were met and that no orders were missed.