Digital Twin & Simulation
Simulate project scenarios to reduce investment and delivery risks.
Culture of seamless transitions
Factory Relocation Consulting
We structure every phase of a factory relocation to ensure operations run without losing control
Factory Relocation Operations
The move that makes or breaks your operations
Factory relocations are driven by clear strategic logic – cost reduction, capacity expansion, better market access, or supply chain resilience – but the move itself is where that logic gets tested. More than a physical transition, a relocation is a moment where operations can either gain strategic clarity or lose control entirely, as activities overlap, risks multiply, and decisions made too late lead to disruption and costs that were never in
Relocation impact
The numbers behind a controlled relocation
10-20%
Total relocation costs reduction
15-30%
Project lead time reduction
20-30%
Improvement in operational efficiency
strategic Solutions
Addressing every stage of the relocation, end-to-end
Strategic Planning and Objective Setting
- Business Objectives: Clarify the main objectives of the relocation, such as cost reduction, increased capacity, expansion into new markets, proximity to customers or suppliers, tax optimization, among others.
- Assessment of Current and Future Production Needs: Consider demand projections, technological requirements, production flexibility, and supply chain impact.
PROVEN RESULTS
See how we achieved results
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KAIZEN™ TESTIMONIALS
What our clients have to say
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Continuous improvement is the path to making our lives easier. You start in pilot mode, review the results, and then assess how to scale the application.
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The hardest part is not explaining the model, it is conveying the experience of having lived it. The tools can be documented, but the mindset behind them cannot be learned from a manual.
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I have been deeply inspired by the entire KAIZEN™ methodology since I began to understand this process of small improvements that enhance day-to-day work.
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Faced with an increase in logistics workload, the first thing we did together with the KAIZEN™ team was to analyze the working methodology we were using, examining how it affected both our internal conditions, and the external factors that impacted our day-to-day operations.
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[KAIZEN™ projects] leave a long-lasting, structured problem-solving methodology that teams can use in the future.
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The Daily KAIZEN™ meeting can never fail and is extremely important for the group’s smooth operation. Above all, for good communication within the company.
FAQ
What you need to know
The familiar pattern of capex projects arriving late and over budget, then ramping up below nameplate capacity for months. Root causes repeat across industries: weak front-end definition, optimistic baselines, fragmented contractor coordination, and startup treated as an afterthought. Each point of overrun is margin that operations must later recover.
Projects run with this discipline typically show materially better schedule adherence and reduced cost overruns, but the largest prize is often vertical startup: designing operability, standards, and team capability into the project so the asset reaches target performance in weeks rather than quarters. Time to full production is where business cases are won or lost.
By bringing flow thinking and lean construction practices to the project: rigorous front-end loading before commitments, collaborative pull planning with contractors using last planner system routines, visual capital project management of the critical chain, and daily coordination that resolves interface problems in hours. Variability is managed instead of buffered with padding that disappears anyway.
Yes. Recovery starts with an honest re-baseline of scope, schedule, and cost, then concentrates effort on the true critical path, installs pull planning and daily obstacle-removal routines with all parties, and re-plans startup in parallel. The earlier the intervention, the more options remain, but even late-stage projects usually hold significant recoverable time.