Why
Poor quality, long lead times and under-productivity cost money and erode the competitive position.
What
Reducing costs or generating additional revenues by eliminating quality problems, shortening lead times and/or increasing machine or employee productivity. In doing so, we work among others on processes, people, machines, materials.
How
First, all bottlenecks are identified in a structured manner. Then the causes are defined and ranked according to importance. Next, a vision of the future state is worked out. All this is converted into an implementation plan. These projects make extensive use of the in-house expertise and complement it with the experience and expertise of the consultant. We often use “lean” and “6 sigma” techniques, but complement these with change management techniques. These projects are also applicable to service environments.
Why
Most organisations deal efficiently with acute problems and crisis situations. However, they deal much less efficiently with chronic problems although these are sometimes at least as dangerous. You could compare it to your car consuming more. If it suddenly consumes twice as much, you will notice this quickly and will drive to the garage to have the problem checked. If the consumption increases only gradually (e.g. 0.05 l/100 km per month, so 0.6 l/100 km per year) then you will probably not even notice it or you will rather consider it normal. In the longer run, however, it will cost you a lot.
What
Solving complex and/or recurrent problems using a systematic approach. In this way, we try to get to a higher level and free up energy and resources for other priorities.
How
These problems are tackled on a project basis according to well-defined methods (6 sigma, Blitz Kaizen, SCRA, etc.). This is always done with high involvement of internal staff. The consultant brings the methodology, facilitates the process and brings in content expertise where possible.
Why
Profitability (return on capital employed) is an important indicator of an organisation’s financial health. Often, management does not know exactly on which products/services/customers money is made and where money is lost. Sometimes management knows, but the employees on the shop floor have no idea how their functioning affects the financial picture. Usually, the link between finance and operations is quite weak.
What
Improve profitability (Return on Capital Employed) by working on both the income statement (revenues and expenses) and the balance sheet (utilisation rate of assets, working capital requirements).
How
Based on a financial analysis by our experts, in collaboration with internal experts, the organisation’s strengths and weaknesses are identified. This is discussed with the management team and a shared action plan is drawn up.
