A highly respected designer and manufacturer of power generation equipment.  Following the privatisation of the UK power generation industry, this company needed to substantially reduce its costs and lead times in order to compete in the global markets it now faced.  A traditional engineering business, the company was functionally organised, engineering led, and suffered from a change resistant workforce.  One of our people was at the focal point of what was to be a total reengineering transformation for the company.  This consultant led a joint project team in a focused study to assess the opportunities for improvement in front end, and manufacturing functions.  The study, carried out over a short period, consisted of: the mapping of existing tendering, engineering, manufacturing, and support processes; a full physical workflow analysis of manufacturing; the generation of an inventory holding map; a review of direct material spend and sources of supply; an assessment of the scope for product standardisation.  As a result of the study a clear picture emerged of the major opportunities within manufacturing, as well as a blueprint for change for the business as a whole.  Virtually all recommendations were implemented, enabling the company to meet its targets for lead-time and cost reduction.  Subsequently the company was able to win significant contracts against major global competition.  Senior group management were so delighted with the results achieved that further transformations were undertaken at other group operations