Our client needed to transform their business using all available production levers, embedding effective ‘wiring’ and building capability in the internal continuous improvement team to ensure a successful transformation.
Its multinational financier was concerned that the factories had failed to produce at their budgeted costs for the last four years.
They also worried they were unable to increase production to match market demand in specific business units, despite having the capacity to do so.
created in the pipeline
cash flowing after six months
Increase throughput where demand outstrips supply
Reduce costs where demand constraints exist by revitalising the Management Operating System with relevant KPIs and ensuring effective meetings
Create a newly‑formed and fully‑trained internal CI team to deliver the transformation
Embed new site‑wide, short interval approach to managing factory floor performance
Reinvest resources released in manual processing to new strategic capabilities gaining a stronger focus on strategic priorities and creating more rewarding and diverse job roles
Ensure clear accountabilities and targeted implementation of agile ways of working to accelerate decision‑making and allow for the rapid reprioritisation of effort