The client is a contract pharmaceutical manufacturer of Capsules for both Pharmaceutical as well as Health & Nutrition
Read more: Lean Labs Project Improved Productivity by 33% across Pharmaceutical Product Portfolio
The client is a Pharmaceutical group which has a €15 Billion turnover with approximately 15,500 full-time employees working from 100 sites and offices worldwide.
Improving competitive performance by applying a LEAN approach in an end-to-end retail value chain
Global lubrication additives & synthetic base fluids manufacturer (Business unit of a major chemical group).
A 40 BN group and 1200 plants all over the world takes control by installing a global Operational Excellence program to make even more quality products without increasing market prices.
Read more: How to make more quality products without increasing the market prices
Contract Management Excellence to improve end-to-end Project execution
Supporting progression of the 3 Companies along the dimensions of strategy, operational performance and people.
The company is the manufacturer of niche and highly seasonal products.
The Client is one of the largest technology suppliers for food processing and a wide range of other industries with over 4 bn EUR revenue worldwide and over 18,490 FTEs.
In 2018 they launched a Procurement review program with target savings of 53 mEUR over 2 years.
During the program, some problems and complexities emerged linked to there being different entities within the client, related to recent acquisitions.
Our assignment was to provide support to accelerate this programme’s performance and results, focusing on 4 redblocks identified: Subcontracted Manufacturing, Field Assembly, RFQ and Negotiation Factory.
We quickly mobilized and brought additional capability and capacity to help the company in filling and delivering the savings pipeline.
The team was split between different redblocks, and activities were carried on in parallel in different countries.
The Client is a global leader in tobacco products (both traditional and RRP – reduced risk products). For its next generation RRPs the client wants to reduce the cost of the machines purchased from leading OEMs. At the same time, the Client improve the relationship with its strategic supplier and setup a new collaboration framework, through a Design To Value working together project.
EFESO was appointed in order to setup and run the Design to Value Working Together project between Client and its OEM supplier, and EFESO’s role comprised of the following:
As a result of the project the client:
The client is a Global Business Unit of a key player in the chemical industry. In the context of mitigated financial results, it has decided to firm up its cash management, with a major focus on inventory (working capital) The client requested our support to help them hit the inventory reduction target defined at Corporate level (short term), and improve the teams’ maturity with regards to inventory management (long term) EFESO was working in partnership with the Global Business Unit, and the in-house Excellence Center.
The project was divided into 3 phases. EFESO supported with the first two:
During the quick-win phase: the target has been achieved and inventory has been reduced by 40 Million € over a 5 months period (a reduction from 250 M€) Teams in US, Asia and Europe have been trained in Inventory definition algorithms & methodology to calculate the optimal inventory level Created alignment within the client’s Supply Chain leadership concerning Inventory Performance Management to deploy KPIs and determine where to embed them into the existing S&OP meeting structure. In parallel, several actions were conducted to reduce SMOG (creating clarity and transparency on figures, clarifying the accountabilities…)”.
The client is a global Pharma network. The company’s strategic plan aims at building a professional and competent Supply Chain Team at the core of the business, in order to achieve:
EFESO supported the client by working through three Building Blocks
Four Progression Leaps underpinned this progression to gain benefits from:
The Client has 87 manufacturing sites in 38 countries, employing ±100,000 people. To respond to health needs worldwide, the client needed to strengthen production capacity, promote inter-site collaboration and increase its presence in emerging markets.
EFESO has been asked to provide support on how to develop the Maturity Assessment System to increase collaboration and efficiency in order to sustain this industrial network strategy EFESO supported by:
The Client produces, for the world market, inhalation products in plants in UK, France and USA. The sites’ productivity increase targets are > 10% per year. Industry 4.0 activities are seen as the main lever to achieve this target and, especially as in the production area, several Industry 4.0 elements have already been implemented. To get to the next level the client wanted to have an implementation roadmap for the complete plant network and one partner for the implementation process.
The approach we proposed followed three streams:
A global automotive supplier was facing two major challenges in its dashboard panel production: on the one hand, risks in the process chain remain undetected due to a lack of transparency and poor supplier management. On the other hand, the processing of highly sensitive materials means that even the smallest of errors in the production process can lead to the rejection of complete components. ROI-EFESO supported the customer by using a ‘digital twin’ to map the entire production process step by step. This led to an IoT pilot project that pinpointed potential for improvement and triggers improvements in both production and value stream management at suppliers. As a first step, the project team defined process parameters that could affect both the performance of the plant and the quality result. The derivation of these parameters was empirically based and included initially more than a hundred different parameters, which were reduced or supplemented in the further course of the analysis. In the next step, the team verified that the existing process data had been correctly aggregated and processed and gathered data that had not been previously recorded. The team also used additional sensors to capture the new data required for the defined parameters.
The resulting database was then consolidated and analyzed in a cloud application. On this basis, the project team designed a model that reflects the process of improving the production line for dashboards as precisely as possible - in other words, all relevant parameters, their interactions and critical values. Like the process itself, this model can go far beyond the company. In the case described, for example, it can be extended to the logistics company that transports the foam, or even to the foam manufacturer. This is because the reasons behind problems in the foaming process - such as dangerous temperature fluctuations for the sensitive polyurethane - can appear at any point in the value chain. As a result, the company obtained a digital process map that tracks the entire physical process in real time and enables early intervention according to critical process parameters - a "digital process twin".
With the help of this ‘digital twin’, the project team was not only able to significantly reduce the plant’s rejection rate, but also to make the correlations of relevant influencing factors on the quality result more transparent. The company also developed a prediction model of the result at the next quality gate.
A global furniture manufacturer was offering a broad variety of different product lines ranging from luxury to discount furniture, each with its own specific sales channels. In order to reshape this kind of segmentation ROI-EFESO created a unified and integrated ‘end-to-end’ process from the customer request to the delivered product that took into account all relevant stations of Value creation: from the customer experience via ordering to manufacturing and logistics.
In two workstreams ROI-EFESO took care of the back-end integration and thus everything that happens from the ERP system all the way to the production for one. For another workstream the project team accelerated the development of the digital channel, starting with the customer experience at the point of sale, working through the ordering process and on to the factory itself.
Parallel front-end and back-end teams ensured that product customization was working flawlessly from the point of sale, through production, to delivery of the product.
The solution created by ROI-EFESO is a highly innovative combination of a 3D visual space and experience and an intelligent configurator. The customer navigates between OLED screens and finds himself in a virtual, photorealistic, 3D animated room. There he is viewing his desired piece of furniture - rendered as a 3D model - from all perspectives. Furthermore, an 'intelligent' configurator is used, comparable to the car configurators used in the automotive industry. During the customer's 'try out' of his virtual product, the salesperson can configure different variants, e.g. the frame of a bed, material or backrests, and visualize them on the screens. In the future, the salesperson can use several different room settings with plant arrangements, parquet or carpet. Ambient lighting effects, i.e. different lighting scenarios for day and night, will enhance the customer experience. This mix of digital and real world turns the purchase into a "wow factor" experience.
Once the customer has preconfigured his furniture, the order can be placed at the touch of a button. The process for this is automated. Product customization via the configurator at the point of sale naturally modifies the supply chain - more variants result in smaller batches. Parallel to the developments in the front-end area, ROI-EFESO has therefore combined the ERP systems of the different brands so that the data of all production and logistics processes are now available in real time.
In just four weeks, a pharmaceutical & life sciences company wants to plan the main focus for the Smart Factory Transformation of four plants. Workflows and key performance indicators varied by line and plant, with various digitization needs and priorities. Therefore, at beginning of the project, it was necessary to get a clear picture of the actual maturity and requirements for each location. To this end, the project team developed a scalable approach for lean transformation of the plant. After starting in individual pilot areas of assembly, it transferred the improvements to the current line and finally, with further lessons learned, to the ramp-up of the two new models. After assessing the digital maturity level of the existing production system, the project team held a joint workshop with the plant management to determine the main directions for each site. The result was a big picture that ensured a common understanding among the workshop participants as to where the journey should take them. The commitment for the joint next steps was correspondingly high.
Besides that, the participants also determined the different directions of digitization of the respective locations including topics such as data transfer, advanced analytics, digital twins or autonomous transport systems (AGVs). So-called "deep dives" were then made to explore the technological and economic details of the defined directions identifying for example areas with high potential for driverless transport systems, the size of the investment needed and the economic benefits. From this, it was possible to derive very precise statements regarding profitability / pay back of individual business cases.
At the end of the project, the project team for each location arranged approx. 40 key topics and initiatives from the previous weeks into a portfolio with three structure criteria:
Among other things, three key topics were identified, that fulfill three requirements: quickly realizable, low deployment cost and great benefits. The other focal points from the portfolio were added to the "open items" list in order to implement them later. After a portfolio evaluation of all decision-making instances in the company, the implementation of the following actions was started:
With these digitization initiatives, the company has been optimally equipped for further Smart factory transformation at all locations. Already in the planning phase, it was thus possible to improve the quality of the process and operational excellence at the sites.
The client is a start-up and sister company of a major Pharmaceutical Manufacturing and Agent firm in KSA. The client has a specific available budget to comply with, which had to be taken into account during the assessment The engagement between EFESO & the client is for penetrating new markets in the medical appliances & veterinary products field.
EFESO supported by:
The client is a mid-size pharmaceutical company which produces API. They anticipated an increasing demand for one of the most strategic APIs produced in their Italian plant.
Read more: Debottlenecking project in a Pharma company saw real benefit, EUR 2,6 m
A leading pharma company engaged us to increase project workload capacity at their R&D facility whilst improving the schedule adherence of current project workloads. Advanced bioreactor labs utilization was optimized at a site responsible for the development of the next generation of biological derived drugs, including one $6 billion/year blockbuster
The Benelux affiliate of an international pharma company was looking for expertise and methodology to structurally and culturally prepare their Belgian organisation for the coming year strategy, including the expansion of their product portfolio and a target of 40% in sales increase. We supported in:
The Operations Top Management of a leading French pharma group with 10 units in France, aimed at building a more efficient model to face growth. We supported in:
A leading international pharma company, operating proficiently yet in a traditional manner (S&OP with limited multifunctional involvement, Supply Chain disconnected from rest of Value Chain) seeked for vertical and horizontal integration. EFESO partnership on Digital with FibonacciLab boosted proficiency in process re-design, data management, technology understanding and change management implementation. We supported in:
A leading company in pharma industry had the challenge to manage performance in an efficient way, reducing bureaucracy and improving its knowledge capitalization efforts. To digitalize its performance improvement meetings and problem solving process we implemented Solvace, the EFESO Digital Progression Management Suite:
A global provider of integrated services to pharma and biotech had developed a competitive advantage enabling a sharp growth. Yet some growth blockers existed. We supported in Order Management process re-engineering, performance measurement and implemented systemic changes through adoption and leadership:
An international leader of polymer products for various sectors including Life Science wanted a systemic approach balancing business needs, sustainable growth and agility. We supported in:
Read more: Value Chain Perfect Execution in a Polymer Products Leader
Port of Antwerp is the EU’s second-largest seaport who faces several challenges in parallel: Ensuring growth in an increasingly competitive and unstable international market, managing the growing influence of pressure groups, managing the congestion issues linked to increased traffic, organizing a transition from the linear to the circular economy, maintaining the operational excellence while evolving from a sea port to a smart port, gathering data from different stakeholders and transforming these into value added information and services.
These changes, together with the arrival of new competitors, mean that the client needs to adapt continuously if it wants to stay “one step ahead” and safeguard its existence. Based on a trend analysis, interviews with stakeholders of the port platform community and employees, the future role of the client was defined. On top of the existing roles (Operator, Landlord, Authority), it became clear that the port was expected to take on a new role of Community Builder of the platform, being a facilitator to resolve structural and systemic issues to create a win–win for different players. This new role expects the client to evolve from a monopolist government institution to a stakeholder driven enterprise, which requires a fundamental change in strategy, processes, collaboration and human dynamics. This being a company wide culture transformation, EFESO worked on enterprise program portfolio alignment, leadership engagement, focused improvement initiatives and change management; collaborating with other specialist partners and with stakeholders in the port platform community.
The approach consists of:
The company has shown impressive growth in International fashion retail. A request was made to perform an operational scan at the main warehouse to find improvements in:
The client is a major food retailer. Competitive pressure was driving the need for an integrated supply chain to improve store service and supply chain synergies. Challenging issues were:
Undertook Network Design modelling with store service set as the key objective:
A national food retailer grown in recent years through acquisitions. Potential distribution network synergies not been realised. Challenging issues were:
We used our standard approach with specific emphasis on:
Designed a flexible logistics infrastructure to realise operational synergies and support the business expansion plans.
The Client is a leading global manufacturer of car glazing. After years of limited competition, strong market pressure from competitors indicated that our Client needed to build solid E2E operational foundations across the Value Chain.
EFESO developed a tailored approach supported by the “CDVC” model. This proprietary survey technology, ensures that all the E2E domains advance their capabilities and performance standards with aligned goals and synchronized workflow, while striking the right balance between global vs regional benefits:
The Client is a luxury car producer, which is suffering from the lack of a single reference for the Product Development Process, resulting in no standardization, synchronization, best practice application, efficiency and effectiveness during execution.
EFESO supported the client with:
ONE PDP Handbook composed of:
Our client is a worldwide leader among luxury sports car manufacturers. Acceleration of continuous improvement in performances is the goal of the company, whose imperative is to deliver top class in quality and, at the same time, be capable of attaining Excellent Operational Performance in vehicle production and assembly processes, by exploiting state of the art technologies and digital opportunities.
EFESO supported with a 360-degree assessment of both the manufacturing and supply chain processes, in order to find opportunities at different levels to leverage the Human Dynamic aspects and the new digital / Artificial Intelligence solutions.
The key deliverables have been a detailed roadmap of initiatives covering:
Our client is a leading Swedish OE supplier for the automotive industry with more than 100 plants around the world. It wanted to move from fragmented Demand Planning to an Integrated Demand Planning process in 50 sites and 20 warehouses. This would be the biggest change in the client’s demand chain for 30 years, dramatically impacting staff roles and responsibilities and ways of working. EFESO was asked to do a light HD assessment of the first two deployed plants, as well as the affected warehouses with the purpose of coming up with an HD reinforced progression plan
The client is a Brazilian company involved in the sustainable development of cosmetics and beauty products and was founded in the early 1960s.
The client has a direct sales model with approximately 5.7 thousand collaborators, over 1 million female consultants and a portfolio of 739 product.
Read more: WCOM™ implementation in a Cosmetics company with +20% in OEE and +22.6% in OTIF
The client is a family business and a leader in the French and European cosmetics industry. The group is present in more than 100 countries and has a turnover of more than 2 billion €.
The Leaders of Group Operations wish to:
EFESO supported by:
The client is a leading consumer goods company, wanting to improve overall laboratory performance in the areas of quality, productivity and analyst engagement.
The targets were specific to individual sites and were dependent on complexity and level of lean maturity.
A further aim of the program was to improve communication with and visibility around global functions of operational performance.
EFESO supported by:
Our client is one of the biggest French Groups in the cosmetics industry, with around ten production units in France. In a challenging economic context (strong competition, productivity concerns and consumer fear towards industrial products…), the Operations Top Management aims to design a new Industrial Master Plan (IMP) to cover the period up to 2030:
In the short term it wishes to optimize the current IMP i.e. reduction of complexity, optimization of flows and processes.
In the long run it needs to build a more efficient model to sustain growth at a competitive cost.
EFESO supported by:
Our Client is a top player in the Aerospace Industry. Securing the ramp up rate of specific aircraft sections and reducing Recurring cost (RC) target were the company’s main challenges. The shopfloor stayed in firefighting mode, basic routines were not installed and the interfaces with key support functions were not well defined.
In this context, consultants now employed by EFESO supported the client in a 22-week project by:
One of the leading actors in the Aerospace Industry, partner of the major airlines and technological leader for carbon components, with a turnover of 2.7 billion €. The client needed to reduce costs, accelerate deliveries and renew its approach to industrial engineering. EFESO supported by:
Read more: A lean project in Aerospace & Defence with a lead time reduction of 50%
A global player in the food industry faced challenges: profitable growth acceleration and fixed costs continuously increasing in value and in percentage versus gross margin but with an EBITDA lower than that of the main competitors.
EFESO worked in tandem with the executive team to redesign the organization in 100 days through four complementary approaches:
An international leader in the Beer sector present in 70 countries with more than 150 breweries spread across the globe. The company decided to launch a global Continuous Improvement initiative to generate cost efficiency improvements to support new acquisitions while at the same time creating a common ‘way of working’ throughout its Supply Chain Operations.
EFESO supported in:
The company is a retailer that is gradually increasing its online sales and divesting its food business. Sales are decreasing slowly and profits are under pressure. The DC struggles to:
We ran a diagnostic to identify the potential and mobilised a 3-year program that led to:
Global manufacturer of helicopters wanted to profitably increase market shares in both mature market segments and innovative niches. Investment in key Design to Value initiatives on two main product platforms, one dating back 20 years and one game changer in the industry. We supported in:
Results
An Italian leader in high-speed trains design and manufacture of, with more than 2,000 employees, entered into separate contracts for the design and manufacturing of 100 high-speed diesel trains. This was in response to the need of a primary railway operator to modernise its train fleet.
EFESO was asked to carry out industrial and economic evaluations and to work in a joint task force alongside the legal office and the company’s management to:
Results
One of the leading worldwide helicopters manufacturer, with 5,000 employees, which was not able to respect promised delivery times and avoid high extra-costs due to the request of shorter delivery time, an increase in complexity of configuration and the high costs of late configuration. In this scenario, EFESO was asked to:
A professional Italian football club was wanting to achieve important savings in different areas (marketing, catering & food, facility mgt, materials & prof service, utilities & municipality, rental, travel and digital strategy). In tandem with the client, EFESO launched an Indirect Spend Optimisation programme, composed of three steps:
A French company specialized in the breeding, processing and marketing of poultry as well as in the preparation of meals.
EFESO was engaged to support the Executive Committee progress towards sustainable and profitable growth through their 5 years strategy plan for national branded products.
The deliverables of the project included:
An ingredients supplier facing a highly aggressive and competitive manufacturing market. The company had to develop new grades, reduce harmful byproducts and optimize cost-effectiveness. EFESO supported the senior management with:
A world leading malt producer set the objective to double growth, mainly in Asia, Pacific and Africa, and EBITDA within 10 years. To achieve this, the company needed to define an operations strategy to support business objectives with limited CAPEX.
Starting with a pilot region covering continental Europe and export activities to Africa, Asia and Southern America, EFESO supported in:
An accelerated process managed in 100 days delivered:
A leading confectionery manufacturer reviewed their Operating Supply Network (OSN), a global network of 22 factories, 68 in-house warehouses and 240 third-party DC’s serving over 100 markets in 3 regions.
There were no consistent standards across Customer Services, Planning, Warehouse and Transportation. People worked in different ways, SAP was applied variably with no consistent operating model. Skills and capabilities needed progression.
EFESO provided project management and designed a new industrial roadmap including:
After the first stage of the project:
This is now being rolled out across the business as part of the Progression Plan.
A leading manufacturer of fresh dairy products faced a low operational profit level (2% versus N° 1:14%) despite turnover growth and a loss of market share of the third player in the market. This was mainly due to the impact of a growing complexity: internationalization, market volatility, fragmenting consumer demand, multi-sourcing.
A global performance program was needed to eradicate value-destroying complexity that does not add any competitive advantage and differentiation and to manage value-creating / adding complexity reducing negative impact on direct and indirect costs.
EFESO deployed a complexity optimization process:
The client is a wholesale/cash & carry division of a global multiple format retailer carrying food and non-food product ranges for trade customers. We supported the client in:
Results
The company is a national food retailer that has grown in recent years through acquisitions. As a result, the potential distribution network synergies had not been realised. Challenging issues where:
Results
We modelled the future demand per postal code and the effect on the supply chain. We ran scenarios to find the best option for our client:
The company is a global beverage firm with production sites in over 60 countries. A continuous improvement program (already established in manufacturing) needed to be extended to logistics, supply chain and planning
Results
Our client is going through a process of establishing an omni-channel strategy. This requires a restructuring and integration of its distribution network. The opportunity for change at it’s key distribution center includes:
Results
A leading global company, active in the development and manufacturing of tires for automobiles, trucks, and motorcycles. Due to growing competition from emerging countries and from incumbent leaders, quality and differentiation have become critical success factors. In order to maintain competitiveness and operational excellence, a program was launched to address complexity costs and improve the capability to master complexity more efficiently by:
Results
Read more: Complexity reduction in a tyre manufacturer achieving +30% on Ebitda
A world leader in Aerospace & Defence was willing to establish a joint venture with a foreign partner to develop, produce and market a new product. EFESO was asked to help quantifying the background IPR value in order to build the Joint Venture scheme and prepare the documentation to support the negotiation with:
Results
An Italian leading company which designs, builds, integrates and supports complex systems for commercial and defense markets worldwide, was playing a key role in world-class aircraft programs. This company was fully engaged in an advanced world-class program for a twin-jet airliner led by a global OEM. To maintain good business relations, it indirectly admitted its fault and signed a contractual amendment entitling the OEM to claim for damages. EFESO was appointed as technical expert to perform:
A leading electrical company whose central Contract Management unit had recently developed a staged roadmap for achieving Contract Management Excellence and need external expert support. EFESO was engaged to:
The client was a leading global tobacco manufacturer based in Turkey and losing in GBP10m p.a. due to a lack of critical mass which was driving a high cost to serve. The issues to overcome were:
EFESO supported by:
Read more: Route to Market for tobacco manufacturer results in huge savings from greatly improved...
The client was a worldwide custom-made fashion and home furnishing company offering home delivery. It operated in a promotion-driven market. Although successful there was:
Therefore, the challenge was to improve customer satisfaction, dramatically improve service levels, reduce costs of quality and optimise pricing and promotions.
EFESO supported by:
Read more: Business Aligned Network Design in Textile company results in +20% sales and margins
The client is a diverse conglomerate in an emerging economy with interests in manufacturing, processing and distribution including food, beverages, dairy and agriculture in Sub-Saharan Africa with a turnover of $1bn. The group operations cover 90% of the region, including 28 major cities served by various multi-temperature transport modes (including road, rail and barge).
With a growth trajectory of c.300% over three years, the business needed to implement a fit for purpose Supply Chain across the group. The objective of the program was to develop group supply chain capabilities (infrastructure, organization, people, process, systems) through a blend of step-change and continuous improvement. This progression was supported by a learning and organization development approach to deliver sustainable competencies, capabilities and skills.
EFESO supported by:
A progressive three-phase roadmap was supported around 3 themes:
Further support was provided by EFESO in the client’s journey from a highly decentralised and function based organisation to a cross functional driven structure, able to leverage strengths from both an end to end supply chain and business unit synergies perspective.
The client was the Finnish & Russian Packed Lubricants division of the world's largest publicly traded integrated petroleum and natural gas company, whose logistics & distribution operations were outsourced.
The client needed to identify the best logistics & distribution model and evaluate potential service providers.
The issues the client faced were:
EFESO Supported by:
Our client is a Nutrition laboratory in a Global multi-site environment in Europe, USA and Asia. The objective of this program was to improve laboratory efficiency and effectiveness through the utilization of lean tools and principles. It covered a range of GMP laboratory types including analytical chemistry, microbiology, environmental monitoring, incoming materials and in process control. We supported in:
Our client is an Active Pharmaceutical Ingredient (API) company located in Ireland. The objective of this program was to reduce the overall lead time from the manufacture of the product to the final release (Quality Control and Quality Assurance). We supported in:
Our client is a Solid Dose (Small Molecule) Pharmaceutical company in a Global multi-site environment in North America. The primary objective of this project was to reduce batch record review and disposition times to facilitate accelerated release of product to market. Ancillary objectives included increasing QA team productivity through implementation of capacity planning and standard work and streamlining of deviation management processes. We supported in:
Our client is a Contract Research Organization (CRO) in the USA. Our client, a leader in the third-party contract testing field engaged us to improve the throughput time from sample receipt to COA approval. This environment is quite a challenging one given the paucity of forecast data and the need for a dynamic, flexible workforce to meet challenging customer turnaround times. Additional foci of the project included the creation of standardized roles and a robust and consistent capacity planning process. We supported in:
Our client is Biologics Drug Substance and Drug Product manufactorer in a Global multi-site environment in Europe, USA and Asia. This project was targeted to improve the speed, quality and productivity of the QC functions at individual sites to contribute to a more stable supply of product. Additionally, it focussed on development of a standard capacity planning tool and process to provide visibility of resources at the site and network level. We supported in:
Read more: Lean Lab approach in Pharma company gains 15% productivity improvement
An international food, snack & beverage company with a large global footprint of manufacturing and distribution sites needed help setting up and deploying a sustainable lean culture, initially, in multiple European sites. In tandem with EFESO, the client introduced Human Dynamics elements into the existing programme from top floor to shop floor in the following manner:
The client is a global producer of natural gas-based fertilizers and industrial chemicals, employing around 3000 people. Confronted with an ageing workforce at the sites, increasing environmental regulations, internal pressure to reduce safety risks and need to improve the plant performance a Behavior Excellence initiative was launched in 1 key site in the Netherlands as a blueprint.
Our client is a high-end paper and board producer only utilising virgin fibres. The reliable supply of wood, preferably FSC-certified, is critical for our client. Our client has three main sources of wood, namely: its own forests, international import and wood from private landowners. The latter is secured via an organisation purchasing harvesting rights from private landowners. The set goals were to increase the amount of FSC-certified wood, stabilise price levels and increase volume per purchaser. The tools used included a mixture of Lean Administration, Performance Behaviour and Sales Growth.
Our client is a large paper manufacturer facing an investment in a new paper machine, increasing their capacity tremendously. By integrating Project Management, Early Equipment Management and WCOM-methodology the investment project reached exceptional results and went beyond the purchase of the new machine and involved the restructuration of the entire mill.
Our client is a sawmill producing 85 000 sqm of customized sawn timber for carpentry. The sawmill was at risk of being closed due to a declining trend in efficiency in the production process deriving from a high amount of breakdowns, shortstops and quality problems. To stay in business our client needed to increase efficiency from 30 % to 34 %. After conducting an analysis to identify the biggest losses, cross-functional improvement teams were put together to eliminate losses and improve efficiency. In addition to this, all employees were trained in improvement methods.
Our client, the Food Specialties branch of a major chemical group, aimed at increasing the output of its enzyme business, which was constrained by the supply. Confronted with a lack of performance culture and of execution discipline, the management had the ambition to have full transparency, to provide an integrated view on performance and to leverage on digital and advanced analytics, with the objective to increase the output of a site in France by 40% in 12 months, without major capacity investments.
An ambitious Digital Performance Control System was implemented during 6 weeks through a step-by-step and bottom-up approach: starting with daily site, then underlying sectors, adding problem solving, leveraging on behaviour (prepare, facilitate, action closing, …), improving meeting content in a participative way, integrating data.
The client is a multinational consumer healthcare / pharma company, with EUR 33 billion in sales, is present in 100 countries and employs more than 110.000 people.
The ambition was to become n°5 and n°2 worldwide in two product categories, creating and maintaining an entrepreneurial attitude for smart decisions taken at global level.
Market, business, trends & needs analysis was performed through a network of experts and innovators to capture growth opportunities.
The assignment contained development of distinct growth strategies considering the «company fit» including capabilities, culture, brand analysis, M&A opportunity identification and innovation stream.
Multiple risk analyses and business cases for deployment of global and regional growth initiatives were developed.
Our client is going through a process of establishing an omni-channel strategy. This requires a restructuring and integration of its distribution network. The opportunity for change at it’s key distribution center includes:
The client is a leading postal operator and universal service provider, offering an array of mail, financial and insurance products through its dense points of sale network. As the Service Levels to clients became ever more important, the client wanted to know the status of the level of engagement amongst employees and to understand which points of attention needed to be managed to maintain and increase service. With the boundary condition to prevent creation of “another survey” adding to the already numerous surveys the population is faced with on a yearly basis, EFESO was asked to build and deploy a monitoring system to understand the engagement and to help define and implement possible remedial activities.
Read more: Establishing continuous Engagement Monitoring in a leading postal operator
The client is a leading company aiming to upgrade and maintain mobility for its members. Services include road-side assistance and insurance. The company decided to streamline and digitize operational processes by implementing 2 standardized ERP systems. They needed help designing and deploying a Change Master Plan to ensure adoption of the new tools and new way of working. Complicating factors were that this was the first time the implementation of a major application was outsourced, go-live data had been postponed a number of times, it was one of many simultaneous projects and absence of key management roles led to scepticism and a “wait and see” attitude.
One of the world’s largest dairy companies came to a point where they needed alignment in the mix of improvement activities that were running simultaneously. The goal was to achieve a change in mindset, behaviour and leadership to sustainably support the progression initiatives from a leadership perspective. A programme was designed to:
One of the most successful retailers in the Netherlands has a growth in EBITDA of 30% year-on-year.
The Client wants to maintain and build on the current market position. The major objectives of the project were improving communication processes and inter-connection between departments, achieving sustainability in processes, systems, standards but most of all in the behaviour.
This was achieved by implementing a Daily Management System over a 3 years plan eliminating losses and waste on specific targets. The departments worked together to eliminate losses that arose from not giving each other information of changes in the process quick enough. Individual coaching was offered to management to improve how they acted in their leadership role and to sustain the desired behaviour. The standard way of working was improved by using Job Instructions Module of TWI (Training Within Industry) for the capability development.
Thanks to this program I am not only improving on my KPIs but also on how I manage the process and, most important, the people
Now I really make a connection with my team leader and everything is much more structured, so we know what to do and what to expect from each other
Our client is a globally leading player in the Life Science and Materials sector. Facing a situation of geographic demand shifts and changing demand patterns, there was the need to reconsider the Industrial Footprint of production & Supply hubs and by this prepare for the future/protect ROCE targets. We supported in:
Our client is a leading provider of Epoxy resins. After subsequent acquisitions, the company experienced vastly different organisational structures and practices specifically in the Maintenance organisation. The decision was taken to use one of the biggest sites as a pilot to develop a Blueprint for roll-out into the group. We supported in:
Our client is a provider of polyurethane foam and polyurethane adhesives and epoxy resins. The organisation was facing an increasingly competitive market environment, where only continuous innovation was helping to protect margin levels. We supported with:
Read more: Lean Agile Processes in Chemical company reduces development time by more than 80%
Our client is a global leader in thermoset resins serving aero-space, energy and automotive markets. The organisation determined ambitious targets to improve safety, reliability & cost effectiveness. A Manufacturing Excellence programme was launchedto sustainably drive change and achieve those targets. Key elements of the programme:
Our client is a leading provider of speciality chemicals and services to the food, healthcare, industrial and energy sectors. The business had grown rapidly as a result of acquisitions and was already quite advanced with functional initiatives to reduce cost. The targeted next step in maturing Supply Chain practices was to seek a holistic optimisation of the inbound materials supply taking into account the total cost of ownership, We supported this process by:
Our client is a world-leading packaging manufacturer with production plants globally that needs to reduce claims, waste, and productivity losses and converting costs. To achieve the set goals an extensive WCOM™ program was rolled out to all 24 plants worldwide as well as corporate skill development training. The close collaboration proceeded during a period of eight years.
Our client is a manufacturer of publication paper facing a decreasing demand from the market and needs to focus on cash flow and reducing operational costs.
Initially, an estimation of time-splitting between core tasks was executed and the formation of a core team. Workshops were held to define a future way of working for several processes, a plan to deploy a common way of working through local training and follow-up through daily meetings as well as the execution of the deployment.
Our client is one out of several mills of a board manufacturer with a production capacity of 350 kton. The plant had the ambition to increase the production output to 400 kton – equal to an increase of 6,7 p.p. of OEE. The assignment included an initial analysis of where the main losses occurred in the production area and, based on conclusions, create cross-functional teams to achieve maximum progress towards the set goal. All employees were involved and trained in the improvement work.
Our client is one of the world’s largest producers of multi-layered packaging bags. The major part of the company’s cost is made up of raw material costs and a target had been set to reduce waste by 30 %. A data collection system to identify defect modes was implemented which was followed by restoring basic conditions (cleaning, inspection, lubrication and tagging), identifying root causes to defects and counter measures to these. To withhold the gains and create lasting results new routines were set in place.
Our client is a global leader in packaging solutions who is encoun- tering a severe lack of motivation from employees, a low level of efficiency from the steering committee, an ageing site and impaired perception of the site. The problems can be traced to a merger of two business units. A program integrating Behavior & OperationalExcellence was designed and implemented, including:
Our client is a major European chemical organisation whose organisation had undergone a global Manufacturing Excellence program but was concerned with the capture and sharing of knowledge around problem solving. We introduced EFESO digital collaborative problem-solving platform that learns from each problem and connects the dots within the organization through machine learning. We used the following approach:
The client is a leading player in the agri-food industry, with EUR 4 b net sales.
After five years of the successful deployment of a WCOM Operations Excellence Program in Production and Logistics, the focus was turned to building and driving Growth through excellence in marketing & sales and innovation.
A pilot phase was started with ten improvement teams in growth planning, performance management, customer and offering management, sales & marketing execution.
A Growth Assessment was carried out in 3 core business units, based on Growth Opportunities to build a 3-year strategy implementation plan, including a Capability Gap Closure Plan.
growthAn End-to-End improvement program, involving the entire company from Business team to Operations, was implemented.
A world-wide leader in mineral building materials had the growth target in its Central East Europe premises to double turnover in 5 years and increase EDM (Effective Direct Margin) by 1 p.p. per year. The client is mature in manufacturing operations, thanks to a five-year WCOM (World Class Operations Management) program but, was experiencing a low market share and thereby uncaptured margin potential in the pilot market for its main product domain worldwide.
The company’s sales operation identified a 20% Time Thieves Loss. Further to this, a major loss area was ineffective preparation, execution and follow up of customer meetings. No behavior element was present in the operational sales steering. A Pilot Growth Excellence Program was designed, leveraging the strengths of the WCOM maturity on the operations side and centered on Growth on every agenda, Management by priority for breakthrough results, Share-of-pocket obsession, Bottoms-up gap-closing of sales efficiency and Boosting local sales activity level
EFESO tailored a Growth Excellence pilot program with four core modules: Performance Behavior in Sales, Time Thief hunting in Sales, Effective Customer Meetings, Share-of-Pocket based Growth planning.
The client is one of the world’s leading cosmetics manufacturing groups, which has 4 divisions: FMCG, Luxury, Professional Products and Cosmetic Active Products.
Our client wants to overcome a range of issues:
EFESO started the implementation of a WCOM™ programme for 29 plants in 15 countries over 4 years, and it was also implemented in all new plants.
This client is working in the highly aggressive and competitive environment of cosmetic make up. These market conditions are forcing an increase in the number of product / collection launches per year from four to six. Alongside this increase in launches is the need to keep costs at target level.
EFESO supported by: