Our client is a global chemical company with 12 sites worldwide, demonstrating a strong international presence and extensive operational capabilities.
Key Challenges
- Harmonize organization and ways of working after ownership change => integrate 2 “heritage” organizations
- Improve profitability and push both short-term results realization as well as improve organizational maturity
- Establish a common production system as to facilitate
- the organizational integration,
- exchange between sites
- and have a common approach to drive Operational Excellence
Approach
- Carry out scans at 12 sites globally in order to validate benefit potential and capture Quick Wins
- Develop site specific improvement roadmaps
- Customize a client-specific production system
- Develop an organizational blueprint for maintenance function to be rolled out into all sites
- Create communities of practice to drive collaboration across sites for core functions (e.g. for OPEX leaders, Maintenance validation board etc.)
- BOOST phases at wave 1 sites to validate production system and generate value
- Roll-out into remaining sites (following logic of BOOST // BUILD // Continuous Improvement)
- Set-up pillar structure for Autonomous Management (AM), Focused Improvements (FI) and Planned Maintenance (PM) trained PKEs (Process Kaizen Engineer)
Results
- Developed client-specific production system
- Trained 450 individuals that are now proficient in OPEX topics
- Developed roadmaps with €120M value potential identified
- Achieved 67 M€ bene-fits p.a.
Global head of Operational Excellence
