EBIT improved. Operating profit increased double-digit through quality, recycling and costs amongst others.

Production data, complaints and rework rates are prepared so it becomes clear where quality actually costs money – including effects on service, output and EBIT. In parallel it becomes transparent how much material annually "disappears" in the process and which overheads aren't directly value-adding.

With cross-functional quality teams, clear standards and statistical process control, complaint and rework rates are massively reduced. An honest and systematic search for actual root causes and their avoidance is the core task. Result: **67% fewer quality-related customer complaints** and **23% higher operational efficiency** – with direct lever on EBIT and customer retention.

On the basis of more stable processes, tasks are bundled, procedures simplified and automation deployed selectively. This achieves **a 12% increase in output** whilst **simultaneously reducing personnel requirements in production by 13%** – around **850k EUR savings per year **without endangering delivery capability. Important here: company knowledge and capabilities mustn't suffer.

Material flows are made comprehensively measurable: from goods receipt through production to recycling and scrap. Through clear accountabilities, recycling processes and avoidance of raw material losses, **around 1.5 million EUR material costs are saved annually.**

Central functions like finance, service and administration are transferred into lean cluster or shared service structures. In individual units **overheads fall by 20–50%** whilst service KPIs even rise – because duplicate work disappears and processes are standardised.