Case Studies

This listing contains abstracts of case studies developed by the syncplexity team.

Although there are many examples related to the implementation of the prestige-based sustainable competitiveness model, this page shows those that brought some (or several) significant contributions to the development of the model.
 


{Abstracts are temporarily offline. Please, contact us at http://www.syncplexity.net/contact.php if you are interested in any of them.}


 


Organization
Business
Year
Overview

Organization: CMS - Banking & Finance
Abstract
Business: Law firm; banking and finance division.
Year: 2016
Overview: Senior Managers: Abraham Nájera
Facilitator: Josep Alzamora
Location: Spain

Organization: Bibiana Modas
Abstract
Business: Women's Elegance
Year: 2015-2016
Overview: Senior Managers: Mª. Luisa Martínez
Facilitator: Josep Alzamora, Enrique Martínez
Location: Spain

Organization: REDC Group
Abstract
Business: Real estate development and construction.
Year: 2013-2016
Overview: Senior Managers:
Facilitator: Josep Alzamora
Location: Spain

Organization: NEEPS Engineering
Abstract
Business: Engineering
Year: 2011-2012
Overview: Senior Managers: Ismael Castañeda,, Claudia Guerrero
Facilitator: Josep Alzamora
Location: México

Organization: Elektra Group
Abstract
Business: Store network of miscellaneous retail sale (household)
Year: 2011
Overview: Senior Managers: Luís Oviedo, Gustavo Guevara
Facilitator: Josep Alzamora
Location: México

Organization: Iusacell-Unefon Group
Abstract
Business: Phone carrier
Year: 2010
Overview: Senior Managers: Gustavo Guevara
Facilitator: Josep Alzamora
Location: México

Organization: OXAL
Abstract
Business: White line products and anodized aluminum
Year: 2008-2009
Overview: Senior Managers: Francisco Terrazas
Facilitator: Josep Alzamora
Location: México

Organization: Cables y Estampados (CYESA)
Abstract
Business: Automotive parts
Year: 2007
Overview: Senior Managers: Thomas Kieffer
Facilitator: Josep Alzamora
Location: México

Organization: GraphopakGDG
Abstract
Business: Printed folding boxes for packaging
Year: 2005-2007
Overview: Senior Managers: Alejandro Gálvez
Facilitator: Josep Alzamora
Location: México

Organization: Ediciones Altaya
(Planeta-Agostini Group)
Abstract
Business: Publishing
Year: 2004
Overview: Senior Managers: Montserrat Altarriba
Facilitator: Josep Alzamora
Location: Spain

Organization: KPS
Abstract
Business: Motorbikes supplies assembly
Year: 2000-2001
Overview: Senior Managers: Enric González, Oscar González
Facilitator: Josep Alzamora
Location: Spain

Organization: Curvasan
Abstract
Business: Bentwood
Year: 1997-1999
Overview:

Market recovery through total quality and value management.

The company reached a de facto monopoly by industrializing the production of bentwood. The incessant growth of the company was abruptly stopped when the production manager left the company to start his own bentwood business.

The information taken from Curvasan permitted this new competitor to deploy a competition based on a massive price reduction, which led the company to a loss of income of around 90%.

The strategy to recover the market loss was founded on an integral cost management, followed by a more comprehensive deployment of the principles of both the total quality management and a practical application of the ethics of honesty.

A little more than a year after, almost the totality of the portfolio of bentwood customers was regained.

Senior Managers: Agustín Sansano
Facilitator: Josep Alzamora
Location: Spain

Organization: Els Plans
Abstract
Business: Machining of wood components for the furniture industry
Year: 1996-1997
Overview:

Productivity through people’s feeling of pride in their workmanship.

A 40-employee company dedicated to the machining of wood components for the furniture industry is growing, and customer demand is higher than their productive capacity.

The total production volume increases after a significant investment in productive technology—robotized production lines mostly—, besides the correspondent increase in staff. However, despite that increment of the overall output, the productivity ratio decreased (units per day/employee). Therefore, where 500 units per day were expected, just 320 were attained.

The strategy to reach the necessary increase of the productivity ratio introduces an 180º turn. No more technology, no more robots or automated machinery. Since January 1997, the global strategy is “making people feel pride in their workmanship.”

The key result of the pride-driven strategy was a 625% productivity increase in nine months.   

Senior Managers: Joan Ramon, Rosa Arasa
Facilitator: Josep Alzamora
Location: Spain