A fast-growing designer of automated storage solutions saw its after-sales service — a key part of its value proposition — come under strain.

The Factory Roadmap is a comprehensive assessment of an industrial site: it evaluates its maturity, ranks improvement levers, and lays out a phased roadmap, from quick wins to deeper transformation.

A high-end industrial laundry serving luxury hospitality had chosen to bounce back: a new, ultra-automated plant to quadruple its capacity and win an under-served market.

A high-end natural-materials maker runs three very different activities under one roof, while its pilot plant is almost frozen.

A growing industrial SME was steering its quality and procurement with no formalized method, while its firm order horizon was shorter than the lead time of its critical components.

When demand exceeds what a plant can produce, the reflex is to expand or build new. An industrial assessment often shows the opposite: part of the missing capacity is already there, blocked by flow organization rather than by machines. Here is the case of a mid-sized company in plant breeding that wanted to double its internal production capacity — and what an assessment revealed before any investment.

A packaging-machine manufacturer saw its historic site destroyed by a fire.

A French manufacturer of warehouse logistics robots had to multiply its volumes by nearly four by 2030 and consolidate production in a new building.

A French manufacturer of warehouse logistics robots had to multiply its volumes by nearly four by 2030 and consolidate production in a new building. Its modular cell-based assembly, effective at the start, could no longer keep up: long cycle times, heavy reliance on technicians, large floor footprint, under-utilized workshop (TCUP ≈ 53% in 2026). The design study for a flexible paced assembly line — Design Optimizer mission — defined a quantified target model: produce more, on less space, with a much wider cadence range. The first gain is space.

An end-of-life vehicle treatment center saw its demand climbing, held up by its teams' commitment but stuck on craft-based methods.

An automotive plastic-injection supplier, facing the renewal of its contract with a carmaker, seemed set on automating its line.

The Client, a rail specialist in floor assembly, is growing fast: in-housing activities, new programs, rising volumes. An industrial diagnosis carried out by Dillygence put words on the mounting tension — performance driven by teams' reactivity rather than stable processes — and mapped out a roadmap toward pull-based, paced and digitized management.

An automaker had just introduced a new model on its existing body lines, altering the original layout — and throughput dropped.

A precision-engineering SME had to digitalize three workstreams — HR, performance tracking (OEE) and a management dashboard — but had spent three years searching in vain for an OEE solution.

A thermal equipment manufacturer doubled its business in four years and is about to commit to a major investment in new equipment worth €30–40M — to expand its heat exchanger production. The client chose to run an industrial facility layout study upstream of the investment: flow mapping, comparison of two layouts based on objective criteria, a targeted automation plan and an Industry 4.0 roadmap.

An electric-radiator manufacturer, after merging several brands and a structural drop in volumes, had to present its majority shareholder with a clear view of its industrial options.

A visual-identity expert challenged its industrial layout after acquiring a new ~550 m² workshop.

An optical-measurement instrumentation SME saw its activity grow strongly, but its production stayed in batches, with no pull flow, no standard work and no visual management.

An aerospace sensor and probe maker came out of a 360° diagnosis with a paradox: a mature strategy and organization, but the most manual production tool of its sector panel.

An automotive plastics supplier, already well rated after a 360° diagnosis, wanted to challenge its industrial improvement plan.

An automotive plastics supplier saw a new project double the flows of its injection site and push its volumes by +45% in one year.

An automotive subcontractor specialized in painting plastic parts, just acquired by an international group, had to prove its site's competitiveness against sector standards.

A street-furniture and school-furniture group spread across three sites saw two comparable plants posting performance that differed by a factor of two.

Modernizing a historic industrial site rarely starts where you'd expect.

An aerospace subcontractor, highly manual and based in a high-cost country, saw its competitiveness threatened by a labor cost higher than its competitors'.

An aerospace and defense SME wins two contracts that require creating a new assembly line at short notice.

After acquiring a company in the same sector, a food-powder manufacturing activity had to be repatriated from a site abroad to a French group site.

A manufacturer of rail maintenance vehicles had just won major contracts and was bidding on others.

A historic rail-maintenance workshop had to absorb a doubling of volumes and a new generation of bogies, in a building designed for another era: a workshop re-layout was called for.

A satellite designer produced its pilots in an inherited plant with little industrial steering.

How a FACTORY ROADMAP diagnostic mapped the trajectory of a smart factory — by stabilizing flows before investing.

This precision-engineering SME was seeing its margins tighten: falling activity and a payroll weighing heavily.