For example, Lever Europe was established to consolidate the company's detergent operations. The 17 European companies reported directly to Lever Europe. Using its new found organization clout, Lever Europe consolidated the production of detergents in Europe in a few key locations to reduce cots and speed up new product introduction. Implicit in this new approach was a bargain: the 17 companies relinquished autonomy in their traditional markets in exchange for opportunities to help develop and execute a unified pan European strategy. The number of European plants manufacturing soap was cut from 10 to 2, and some new products were manufactured at only one site. Product sizing and packaging were harmonized to cut purchasing cots and to accommodate unified pan European advertising. By taking at steps, Unilever estimated its save as much as $400 million a year in its European detergent operations.