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Question 1

Camper Trailer Manufacturer.

Case Study 1

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STARTING POINT

A small camper trailer manufacturing business, running behind schedule and struggling to turn a healthy profit. The business was delivering roughly one trailer every six weeks, with three full-time workers on the floor and margins sitting around 12–15% of the sale price.

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INITIAL CHALLENGE

Production was slow, inconsistent, and spread across too many trailer options — every build carried its own complexity, quality varied from one trailer to the next, and there was no single point of ownership keeping schedule and standards on track. The result was an understaffed, under-performing operation that was harder (and more expensive) to run than it needed to be.

CHANGES IMPLEMENTED

Working alongside the business, we helped:

    • Relocate the operation to a cleaner, better-organised facility
    • Simplify the trailer range down to a smaller set of standard models, built around the inclusions clients actually wanted
    • Introduce a single point of ownership across scheduling and quality
    • Build process improvements directly into the new trailer designs
    • Apply consistent quality control across every build

CHALLENGES ALONG THE WAY

Consolidating the trailer range meant difficult decisions about which options to keep, and the team needed time to bed in new build processes and standards after the move. Output improved steadily rather than overnight, as the workforce ramped up to full efficiency on the new models.

TIMEFRAME

Results were measured over an initial 8-week period following the restructure, with a 12-month forward projection modelled from that data.

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OVERALL OUTCOME

    • Output more than tripled, rising 275% from 0.167 to 0.625 trailers per week
    • Output per worker jumped 650%, despite the on-site labour force being cut in half
    • Full-time headcount dropped from 3 workers to 1.5, without sacrificing delivery
    • The business moved from behind schedule to consistently on-time
    • Estimated build cost per trailer fell 9.5%, while profit margin improved from roughly 13.5% to 18% of sale price
    • Projected profit per trailer rose 27.3%
    • Modelled across a full 12 months, the new process is projected to deliver around 256.5% more trailers and 348.4% more gross profit than the original process — an estimated additional $89,671 in annual profit

A leaner team, a simpler range, and consistent quality control turned an understaffed, behind-schedule operation into a controlled, on-time, and significantly more profitable one — in just eight weeks.