Skip to content
Close
SEARCH
en
es
en
es
Solutions

A set of horizontal solutions that cut across any industry vertical. This is how we shape business together.

Industries

Expertise in efficiency optimization applied to major industries. See where we work.

Hero

LEADING MERA FONDEUR

INDUSTRY

Construction

  
OUR ROLE

Operations & Digital

  
CLIENT

Mera Fondeur

  

MERA FONDEUR

Mera Fondeur Grupo Corporativo is a group of companies with a long history in the Dominican Republic. Founded more than 60 years ago, the group has grown to become one of the country's leading providers of construction, remodeling and civil engineering services.

Mera Fondeur Grupo Corporativo collaborated with London Consulting Group to implement comprehensive business solutions aimed at achieving operational excellence. This partnership involved several initiatives, such as designing efficient processes, providing tailored training programs and overseeing operational implementation for supply chain management.

In addition, we focused on automating and digitizing key processes to streamline operations and improve overall efficiency. Leveraging our expertise, Mera Fondeur Grupo Corporativo set out to maximize profitability through strategies that included reducing production costs, optimizing resource allocation, and implementing innovation technology. Through this collaboration, Mera Fondeur Grupo Corporativo sought to drive sustainable growth and remain at the forefront of the industry.

2
CHALLENGE

WHAT WAS THE CHALLENGE?

Through an in-depth analysis of the company's operations, we discovered that the project involved addressing several business challenges to improve operations and financial performance.

These challenges included the need to conduct operational and cost studies of HDL and MFIP, with the objective of identifying process improvement opportunities. There was also a need to design, train and implement effective strategies in key areas such as supply, production, maintenance and cost management. Another challenge was to drive process automation and digitization to streamline operations and improve efficiency.

Finally, it was necessary to establish a governance and management information model that would improve decision-making and overall organizational performance.

OBJETIVES

HOW OPERATIONAL EXCELLENCE AND COST OPTIMIZATION INITIATIVES TRANSFORMED MERA FONDEUR

These objectives were set to address specific challenges and drive improvements in various areas of the company, with the ultimate goal of improving performance and profitability.

OBJECTIVES #1
  • Performed HDL and MFIP operational and cost studies to identify process improvement opportunities.
  • Design, deliver training and implement operational strategies in the areas of supply, production, maintenance and costs.
  • Promote the automation and digitalization of processes to improve operational efficiency.
  • Maximize profitability through effective cost management and optimization.
OBJETIVES #2
  • Achieve a reduction in production costs while maintaining contribution margins.
  • Implement a commercial system that ensures solid financial results and sales growth.
  • Establish a governance and information model to improve management and decision-making processes.

STREAMLINING OPERATIONS: EFFECTIVE SOLUTIONS TO EFFICIENCY AND PROFITABILITY

London Consulting Group worked with Mera Fondeur to analyze, design and implement various solutions in multiple business areas to achieve optimal performance.

Engineering and Projects

To improve engineering and project management, we implement solutions such as:

  • The establishment of a standardized information and control system for effective costing.
  • The definition of execution schedules and costs for each phase.
  • The implementation of communication channels through TEAMS.
  • The structuring of weekly update reports.
  • The introduction of checklists and inspection routines for periodic project evaluation.
  • The preparation of a financial summary for the visualization of profits in real time.
  • The creation of a comprehensive construction management report to track budget compliance.
Construction

The project focused on the implementation of:

  • A change format through PowerApps to monitor and manage the requested changes.
  • A progress control register was established for the road works, ensuring efficient monitoring and management of the project's progress.
  • These initiatives were intended to improve project management and decision-making processes.
Building Materials

Together with the Mera Fondeur team, we designed and implemented several management tools and models:

  • A Budgeting Model, a Resilience Cost Simulator and a Customer Segmentation Model were created.
  • In the order follow-up area, a collaborative communication channel was established, as well as agreements and service levels for order delivery.
  • Tools were developed for requesting and tracking HH volumes, operations planning and daily order status tracking.
  • We implemented management tools for on-site measurements and quotation of concrete types. With all this, we improved efficiency, planning and customer satisfaction.
Supply

The project consisted of:

  • Design a purchasing plan based on volume, frequency and type of material by zones.
  • An order tracking model was implemented to streamline the purchasing process.
  • A supplier evaluation and selection model was established and a purchasing model with quality control measures was defined.
  • The objective was to optimize purchasing, improve supply chain efficiency and ensure the quality of materials.
MP Input Control

We implemented solutions for:

  • Automation and quality control measures in the PM Incoming Control area, including a scale weight parameterization, process definition for conversion factors and quality control at the mine and unloading site.
  • Transfer movements were recorded for cost control and the process of accounts payable to the mine's suppliers was automated.
  • With these solutions we improve efficiency, quality and financial workflows in mining operations.
Production

In the production area of the construction company, several solutions were implemented to improve efficiency and quality:

  • A Production and Materials Planning Model was designed.
  • An Active Supervision Model was established with checklists per plant.
  • A quality control procedure was defined and a comprehensive production program monitoring system was implemented.
  • Material consumption, aggregate and cement yields, and cost per cubic meter and material were analyzed and monitored.
OEE

We digitized OEE to measure plant efficiency on a daily basis and implemented a reporting system to manage process deviations and minimize downtime. These solutions aimed to optimize productivity and improve overall efficiency.
Inventory

The solutions implemented in the inventory area include:

  • An inventory management tool designed for real-time tracking of stored products.
  • Aligning production planning and purchasing management with inventory turnover to optimize stock levels and reduce costs.
Maintenance

In the maintenance area of the company, our solutions included:

  • The design of a comprehensive maintenance plan for vehicles and plants.
  • The establishment of an industrial maintenance center for efficient work order generation and material tracking.
  • Alarm configuration for proactive preventive maintenance planning.
  • Measuring technician utilization to optimize resource allocation.
  • We improved planning and maximized productivity.
Costs

Solutions in this area involved:

  • The design of a management tool to evaluate contribution margins and improve profitability.
  • Sales and cost parameterization was implemented for different product families, considering pipes, blocks and aggregates.
  • Customer- and product-specific results were analyzed to ensure compliance with margins.
3
RESULTS

FROM COLLABORATION TO SUCCESS

Mera Fondeur partnered with London Consulting Group to achieve important results in its commercial, operations, maintenance, digital and logistics areas, both in Mera Fondeur Ingeniería y Proyectos and Hoyo de Lima Industrial.

MERA FONDEUR ENGINEERING AND PROJECTS

COMMERCIAL

We focused on defining the target value chain to optimize the flow through four functional axes. In addition, we designed a functional structure that maximizes the potential of the defined processes.

OPERATIONS

We implemented a broad set of strategies to improve efficiency and effectiveness:

  • We included the design and definition of 19 conceptual models in the four functional axes of the value chain.
  • With the Microsoft Project tool, we established a project management model that allowed us to generate budgets, schedules and critical paths, and link them to the ERP system to streamline digital management.
  • We designed 14 typical weeks and a coaching checklist for key positions, outlining value-adding activities.
  • To ensure seamless coordination, we established a project monitoring structure and an interdepartmental communication framework.
  • Training sessions of more than 40 hours were organized to familiarize the teams with the management models.
  • We conducted 7 direct implementation cycles and closely monitored progress on a daily and weekly basis.
  • Our support was extended to the development, project engineering and construction operating boards, with 18 support sessions.

DIGITAL

A wide range of digital formats and tools were developed, primarily using Microsoft Power Bi and Power Apps, to improve various aspects of the construction company's operations:

  • These tools covered 32 formats and construction tools, including work schedule management in Project Web and construction cost monitoring.
  • In the area of project engineering, 12 tools were created, such as the digitization of the budget to facilitate integration with accounting systems, the generation of supply plans, the definition of scheduling structures in Project Desktop and the creation of inspection routines.
  • Four tools were dedicated to supply management, including a purchase order tracking tool, a material survey tool for unit costs and volumes, and a supplier survey tool for volume analysis by material.
  • In development, 12 tools were implemented to streamline processes, including customer management pipelines, customer experience tracking, and monitoring of tenders, procedures and permits.
  • These advances in digital formats and tools played a key role in optimizing efficiency and productivity throughout the construction company's operations.

MERA FONDEUR ENGINEERING AND PROJECTS

Commercial

During the collaboration, important achievements were made:

  • 13% increase in hydraulic concrete sales.
  • 20% increase in aggregates sales.
  • 17% improvement in the conversion of offers into sales.
  • Discounts were reduced by 57%.
  • We achieved 97% compliance with the sales budget.
  • There was an 80% compliance rate in calls and commercial visits.
  • The collaboration resulted in the design of a budgeting model, a cost simulator and a product pricing model, which improved decision making and profitability.

Operations

  • There was a significant 33% increase in hydraulic concrete production, indicating improved efficiency and capacity.
  • The overall equipment effectiveness (OEE) of the molding plant experienced a remarkable 27% increase, reflecting higher productivity and reduced downtime.
  • A cost simulator was designed to improve cost analysis and decision-making processes.
  • These achievements demonstrate the successful implementation of strategies and improvements in production, operations and cost management.

Maintenance

  • 89% compliance rate in closing equipment work orders, ensuring efficient and timely completion of tasks.
  • A 77% compliance rate was achieved in the closing of industrial work orders, indicating effective coordination and execution.
  • A comprehensive preventive maintenance plan covering heavy equipment, industrial machinery and transportation assets was designed and implemented.

Logistics

  • The shuttle vehicles experienced a 29% increase in fuel efficiency, resulting in significant cost savings and reduced environmental impact.
  • Blade fuel efficiency improved by a remarkable 14%, further increasing fuel consumption rates.
  • As part of the collaboration, a replenishment model was skillfully designed incorporating parameterization of PT (parts and tools) and MRO (maintenance, repair and operations) order points.
  • These fuel efficiency and inventory management initiatives reflect the effective implementation of strategies aimed at strengthening operational efficiency while minimizing costs.
4
TESTIMONIALS

THE EXPERIENCE OF OUR CUSTOMERS WORKING WITH US

"We are pleased to say that the expectations of the project have been met. The project has left us with a solid foundation of what we can use to implement a new Management System. These results have been achieved thanks to the collaborative work between the Engineering and Projects staff and the London Consulting Group team."

-Alejandro Fondeur
General Manager, MERA FONDEUR

OPTIMIZE YOUR COMPANY'S OPERATIONS

For more information on how London Consulting Group can help your company achieve similar results, contact us today. Let's transform your business together.