Consulting for
Mechanical & plant engineering
Further development of targeted structures, production, and services
The mechanical and plant engineering industry is under considerable pressure. Global competition, volatile demand, a shortage of skilled workers, increasing regulation, and growing demands for digitalization and software are fundamentally changing the business. Many companies have strong technology and good products, but struggle on a daily basis with complex structures, rigid production systems, slow development processes, and a service business that is not living up to its potential.
For over 35 years, TMG Consultants has been helping companies in the mechanical and plant engineering sector to align their development, production, supply chain, and service activities in such a way that they simultaneously promote growth, efficiency, and stability. We create clear structures, lean processes, and a management system that works in day-to-day business and secures investments.
Industry in transition
Current challenges in mechanical and plant engineering
- Structural change and intense competitive pressure:
Global competition, new suppliers from Asia, and changing customer requirements are putting pressure on existing business models. Prices are under pressure, and differentiation based purely on technology is becoming increasingly rare. - Shortage of skilled workers in production, development, and service:
Well-trained specialists are in short supply. Shift planning, maintenance, software development, and service are suffering from staff shortages. This hinders growth, lengthens throughput times, and increases dependence on individual key personnel. - Digitization gaps in value stream, control, and service:
Many companies have isolated solutions, IT landscapes that have grown over time, and manual interfaces. End-to-end digital value streams, clear data models, and digital service offerings are often lacking, even though customers increasingly expect them. - Production systems are too rigid for volatile markets:
Order volumes and product variety fluctuate, but production systems are designed for stable conditions. This leads to overtime, idle time, long setup times, and high inventory commitment. - Service and aftermarket are not exploiting their earnings potential:
Service organization, spare parts management, and digital services have often evolved over time. Prices, processes, and offerings are not consistently geared toward value creation, even though aftermarket and service are often more profitable than new machine sales.
Strategies for the future
Our solutions for companies in mechanical and plant engineering
From strategy to implementation, we support transformation programs that measurably improve development, production, supply chain, and service.
- Align development and product portfolio with market and platform logic:
We accelerate development processes, create modular platform concepts, and focus product development more strongly on software, variant logic, and total cost of ownership. This reduces complexity and shortens the time from idea to market-ready solution. - Making production systems more flexible and efficient:
We design manufacturing structures, layouts, and value streams in such a way that they can cope with fluctuating capacity utilization, high product diversity, and short delivery times. Lean methods, clear control principles, and digital support reduce throughput times and inventories, while improving adherence to delivery dates and productivity. - Developing service and aftermarket as a stable source of income:
We refine the service portfolio, pricing logic, spare parts strategy, and operational processes. Digital services, condition data, and remote services are integrated in a targeted manner. This creates a service business that delivers predictable revenues and builds long-term customer loyalty. - Strengthen your global footprint and supply chain:
We examine production and logistics networks for resilience, cost structure, and delivery reliability. Locations, suppliers, and material flows are aligned in such a way that risks are reduced and regional requirements can be better served. - Preparing the organization and leadership for transformation:
We clarify roles, decision-making processes, and management structures so that line organization and project work function together. Management teams are empowered to manage change in day-to-day business without jeopardizing operations.
Our work creates a stable operational basis, makes progress visible, and provides guidance to management and leadership teams in a complex environment. If you would like to know which steps will have the greatest impact for you, we would be happy to discuss this with you.
FAQ
Frequently asked questions about consulting in mechanical and plant engineering
How can consulting in mechanical and plant engineering contribute to value enhancement in concrete terms?
Value is created when technical performance and economic management are consistently combined. We analyze the key levers in development, production, supply chain, and service and quantify how strongly they influence earnings, cash flow, and stability. On this basis, we prioritize measures so that they are effective in the plant and in management structures. Value is created because technical decisions are made more clearly, processes function more reliably, and results can be managed transparently.
In which situations is external support particularly worthwhile in mechanical engineering?
External support becomes relevant when several operational issues create pressure at the same time and the management team is no longer able to prioritize clearly. Typical triggers include rising cost pressure, unplanned fluctuations in demand, structural bottlenecks in development or production, stalled digitalization progress, or a service business that is not scaling profitably. In these situations, there is often a lack of a unified picture of causes and effects. We create this picture, identify the key levers, and align the measures so that the organization and projects become manageable again.
What are the benefits of redesigning the production system beyond traditional lean projects?
Lean eliminates waste, but does not address all structural causes of instability. A genuine production system takes into account layout, batch size logic, control principles, skill mix, and digital transparency in the value stream. We set up these building blocks in such a way that the plant can respond to fluctuations, throughput times are reduced, and deadline performance increases. It is crucial that the system functions stably not only in ideal conditions, but also in everyday use.
How can services in mechanical and plant engineering be systematically developed as a business area?
Service becomes a stable source of income when offerings, pricing logic, and processes are clearly structured and managed economically. We highlight which services scale profitably, how spare parts management and resource planning need to be organized, and where digital services such as remote diagnostics deliver real benefits. The result is a service business that strengthens customer loyalty, creates planning security, and grows independently of the new machine business.
How are mechanical engineering companies realistically dealing with the shortage of skilled workers?
The shortage of skilled workers cannot be solved through recruitment alone. We are redefining tasks, reducing dependence on individuals, automating routine activities, and creating clear role and management structures. This makes the organization resilient again, shift planning more stable, and allows the available expertise to be used in a more targeted manner. This reduces the need for bottleneck roles and at the same time increases the stability of results.
Industry expertise
Selected reference customers in mechanical and plant engineering
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