Operational improvements

Operational improvements

____________________________________

Operational improvements

+

Long lead times?

+

Many quality problems?

+

Low productivity?

+

Too much complexity?

Contact us

Improving quality, leadtimes and/or productivity

Why

Poor quality, long lead times and low productivity cost money and affect the competitive position.

  • Poor quality implies: rework or scrapping. Both cost money: material costs, labor costs, energy costs, …
  • Long lead times imply: high inventories (and thus much capital), long and unreliable delivery times, many urgencies and therefore unreliable schedules, many quality problems, …
  • Low productivity means higher costs than the competition

 

What

Save costs or generate additional income by reducing quality problems, shortening lead times and / or increasing machine- or employee productivity. We work amongst others on: processes, people, machinery and materials.

 

How

First, all disconnects are mapped a structured way. Then the causes are defined and classified according to their importance. Consequently a vision for the future state is worked out. And finally an implementation roadmap is defined. These projects make extensive use of internal expertise while supplementing them with the experience and expertise of the consultant. We often use “lean” and “six sigma” techniques, but we complete them with techniques concerning change management. These projects are also applicable to service environments.

Solving complex and/or recurrent problems

Why

Most organization deal well with acute problems and crisis situations. However, chronical problems are often neglected are only superficially tackled. Although they are sometimes at least as dangerous. You could compare it with the fuel consumption of your car. Image the fuel consumption would suddenly double. You would notice it quickly and drive to your garage in order get the problem fixed. If, however, the consumption rises only gradually (eg. 0.05 l / 100 km per month, so 0.6 l / 100 km per year), you wouldn’t probably even notice it and you would consider it as normal. The medium term cost impact could be significant.

 

What

Solving complex and/or recurrent problems by means of a systematic problem solving approach. In this way we try to get to a higher level and to free up energy for other priorities.

 

How

These problems are tackled with a project-based approach using well-defined methods (six sigma, Kaizen Blitz, SORA, …). There is always a high level of involvement of the internal staff. The consultant brings in the methodology, facilitates the process and, where possible, brings in subject matter expertise.

Improving cost efficiency

Why

Profitability and Return on Capital Employed are important indicators with regard to the financial health of the organization. Often, management does not know exactly on which products / services / customers money is earned and where money is lost. Sometimes the management knows it, but the employees at the workplace have no idea on how their operation affects the financial picture. Usually there is a rather weak link between finance and operations.

 

What

Improving Profitability and/or Return on Capital Employed by working on the income statement (revenue and expenses) and the balance sheet (utilization of assets, working capital requirement).

 

How

On the basis of a financial analysis by our experts, in cooperation with the internal experts, the strengths and weaknesses of the organization are mapped. This will be discussed with the management team and will be translated in a shared a action plan.