Entry engagements
A clear way in beats an open-ended offer.
The industrial market is tight, decision paths are long and every budget is checked more than once. So we at Röhrig Industrie Consulting work with named entry engagements: defined scope, defined duration, defined result. Both sides know within a few weeks whether a mandate carries — instead of after six months.
Six entry engagements
Each engagement stands on its own and delivers a result that holds even if no further work follows. A longer mandate often grows out of it — but it does not have to.
Performance Check
A fast diagnosis of costs, processes, leadership, project control and digital readiness.
1–2 weeks, fixed price or day rate
How it runs
- On-site review of production, project delivery and management
- Analysis of cost, schedule and quality data from the systems already in place
- Interviews with management, plant and department heads
- Closing session with the priorities set
Outcome: A report naming the levers that pay off first — each with its effort, its expected effect and a proposed order.
EBIT & Competitiveness Programme
Cut costs, raise productivity, reduce overheads and stabilise the result.
6–16 weeks of analysis and delivery
How it runs
- Cost and margin analysis along the value chain
- A measures programme with owners, dates and target figures
- Delivery inside the line organisation, not alongside it
- Monthly tracking against the contribution to the result
Outcome: A running programme with a documented contribution to the result, and a steering routine that outlasts the mandate.
Interim COO / Transformation Lead
Close the leadership gap, take operational responsibility and drive the transformation through.
3–12 months, clearly mandated
How it runs
- The mandate settled first: role, authority, reporting line, duration
- A picture of the situation in the first weeks: where time, margin and delivery reliability are lost
- Leadership inside the line, on a fixed steering routine
- Building up and briefing the successor
Outcome: A stabilised organisation and a documented handover to the successor in the line.
PMO & Project Stabilisation
Project transparency, Q-gates, risk and change management, dashboards and escalation logic.
8–24 weeks or ongoing
How it runs
- Portfolio review: dates, risks, resources, cash
- Governance set up: roles, Q-gates, escalation paths, committees
- Dashboards built on the data sources already there
- The critical projects accompanied until they hold
Outcome: A status report management can read without rework — and a PMO that produces it itself.
Digitalisation & AI in Practice
Put digital tools, data and AI to work where they measurably improve decisions.
4–8 week pilot, rollout after
How it runs
- One use case chosen for measurable value in daily operations
- A pilot in the real process, not in a test environment
- Measurement against the state before it
- The rollout decision taken on that measurement
Outcome: A pilot in live operation with figures that carry a rollout decision — or a reasoned recommendation to stop.
Knowledge Retention & Succession
Capture know-how, clarify roles, structure handovers and enable the successor.
4–12 weeks
How it runs
- Mapping which knowledge sits with which people
- Prioritisation by risk to delivery reliability and quality
- A structured handover: processes, roles, documentation, onboarding
- The successor brought up to speed during normal operations
Outcome: Documented processes and briefed successors for the key roles that were most at risk.
We do not quote commercial terms in the abstract on a website. Day rate, fixed price and duration depend on scope, area of responsibility and urgency — that belongs in a conversation and in a written mandate, not in a price list.
How a mandate begins
First conversation
Forty-five to sixty minutes on the situation: the trigger, the urgency, what has already been set in motion, what is expected of the coming months. It ends with an honest view on whether a mandate would carry.
Cutting the scope
We propose an engagement, name the scope, the duration and the expected result — and say so when a smaller cut is the better way in.
Mandate clarity
Role, brief, area of responsibility, decision-making authority, reporting line, duration and the company’s own contribution are put in writing before the start.
Start
Diagnosis on site, a short priority list, a steering group and a reporting rhythm from week one. After that: stabilisation, delivery, anchoring, handover.
What the company contributes
An entry engagement is not an outside report. It only works if the organisation provides three things — so we name them before the start, not along the way.
- Participation
- Named contacts from leadership, controlling and the department, with committed time in the calendar. Without internal involvement every measure stays external and does not hold after the mandate.
- Decision paths
- One decision-maker at board or owner level, a standing steering group and clarified authority. Change under result pressure fails less often on analysis than on decisions left open.
- Access to information
- Access to figures, systems, plant and teams: cost and result data, project status, metrics from production and supply chain. Treated confidentially, under an NDA before the first conversation if you prefer.
The next step
Tell us the situation, the sector and the timeframe. We will propose the right entry engagement — or tell you that we are not the right firm.