Our company supports Clients in transforming their organisations.

We have worked and are currently working with Clients in various parts of the world, which let us experience and learn from different cultures and local specifics. This experience we used while building our methodology and offering.

We have run projects in various parts of the world:


Our Clients include::

World Class Manufacturing Projects

  • A leading FMCG manufacturerOpen or Close

    Summary:

    We were asked to develop and implement the solutions that would improve the performance of three different groups of equipment. After the Client had made the organizational changes, the performance of some of the machines was not satisfactory. During the first phase of the project, the root causes of the problem were identified, which included previously unnoticed maintenance issues. The project team focused on identifying and eliminating the causes of increased downtime. To prevent reoccurrence of the problem, the system solutions were suggested and implemented. During the last phase, the project team suggested the ways of improving morale of the employees.

    Actions:

    - Implementing the changes in the equipment operation processes
    - Implementing the visual standardization cards
    - Implementing the system for One-Point-Lessons
    - Implementing 5S
    - Implementing the auditing system to follow up the day-to-day maintenance operations
    - Improving co-operation between the Production and Maintenance Departments

    Results:

    - Improved performance on the level of 3, 7 and 15 percentage points per group of equipment
    - Decreased unplanned downtime by 28%
    - Increased commitment and engagement of the shop-floor employees

  • A plant of one of the largest European manufacturers of chemical fertilizersOpen or Close

    Summary:

    Our Client has identified certain problems along with necessary changes in one of its business units. During the talks that aimed at defining the scope of the project, the decision was made to also include another unit in the project, and a detailed list of project goals was set up. The main goals included implementation of a dedicated TPM-based system, increasing production performance, decreasing unplanned downtime, engaging employees in both continuous improvement and basic maintenance, and developing soft skills of the management team. Based on the results of the pilot implementation, the Client decided to start the next project and to roll out to other business units.

    Actions:

    - Implementing the Foundation Best Manufacturing Practices
    - Implementing some elements of the Pillar Best Manufacturing Practices
    - Training the teams, team leaders and internal trainers
    - Setting up the production KPIs, and improving on them
    - Engaging employees on different levels of the organization in carrying out the continuous improvement activities
    - Providing support in defining the new service level agreements with maintenance subcontractors
    - Facilitating training workshops
    - Improving the co-operation between the Production and Maintenance Departments
    - Developing the service level agreements with subsidiaries

    Results:

    - The framework of The WCM methodology implemented
    - Increased know-how and buy-in of the employees, especially in relation to the Best Practices implemented
    - A lower level of unplanned downtime of the installation
    - Daily management and shopfloor activities enhanced with the applying formal analytical methods, which made it possible to find the solutions worth several million euros
    - Improved safety of the employees
    - The new service level agreements with subsidiaries

  • The largest Polish manufacturer of generic drugsOpen or Close

    Summary:

    - Implementation of the World Class Manufacturing in order to improve efficiency and effectiveness of the plant as well as development of the tailor-made Best Manufacturing Practices that take into account the specifics of pharmaceutical industry.
    - Improvement of the Stock Planning and Management processes

    Actions:

    - Training all employees in the basics of WCM as well as forming shopfloor teams, which included both operators and maintenance personnel
    - Developing the KPI and management-by-objectives system on the team level, introducing the tools that allow both to follow up on the orders and to monitor deviations from the optimum lead times that stem out of the production plans and schedules
    - Carrying out the loss and waste analysis along with other improvement projects on the basis of its results
    - Categorizing change-overs as well as redesigning the layout of the change-over and spare parts; facilitating several SMED workshops and developing the new change-over procedures
    - Implementing 5S both in the spare parts room and on the production lines, which allowed both to improve workflow efficiency in several points and to simplify the internal processes and audit tasks
    - Training operators in basic maintenance activities; establishing a job position of the operator-artisan, which enabled operators to participate in change-overs, to monitor the maintenance-critical points of the production line, and to improve communication of call-outs.
    - Developing the IT tools for the WCM project:
    - designing, building and implementing the MS Access application to support the data analysis and OEE calculations
    - designing and creating the tools based on MS Excel to enable visual presentation of the data
    - Suggesting solutions for the Stock Planning and Management processes as well as supporting the creation of a Stock Management Process tool based on MS Excel
    - Commencing and following up the tasks related to the implementation and use of the ABC / XYZ inventory analysis

    Results:

    - Implemented framework of the WCM methodology and improvements in the Supply Chain, relating to Stock Planning and Management
    - Decreased production line downtime due to change-overs by 56-74% for different lines and change-over types
    - Decreased spillage and consumption of active pharmaceutical ingredients as well as increased product yield per one unit of raw materials (lower direct costs)
    - Increased flexibility of the production lines which led to increasing a number of SKUs by 95% without the need for capital investments on the production and packaging lines
    - Improved execution of the schedules by 21% to 47% for different departments / production profiles
    - Increased OEE in the production bottleneck by 15%
    - Avoiding the need for the capital investment of 1 mln €

  • One of the largest manufacturers of aluminium cans in the worldOpen or Close

    Summary:

    - Implementation of the World Class Manufacturing project in order to improve the production performance, to lower material losses, and to engage employees in the processes and actions of Continuous Improvement
    - The pilot project started on one line in a factory in Poland, and then it was rolled out to other plants in Poland, Ukraine, Romania, Russia, England, UAE and India.
    - It was important to maintain consistency of the WCM implementation and compatibility between all projects in different plants of the Group

    Actions:

    - Implementing the Foundation Best Manufacturing Practices along with engaging employees in the improvement process
    - Introducing the unified Group design for production teams, implementing the system of KPIs and targets along with their visual presentation, commencing regular team meetings aimed at discussing the KPIs and targets
    - Training the teams, team leaders, internal trainers as well as developing the training and development system
    - Implementing 5S, re-organizing the production area, introducing visual controls on the production lines and areas, in stock rooms, maintenance workshops, and laboratories
    - Implementing 5S in the spare parts rooms as well as re-categorizing spare parts and materials, lowering the raw materials inventory, decreasing the lead time in raw materials and spare parts
    - Facilitating SMED workshops and rolling out the new procedures onto other lines
    - Implementing Autonomous Maintenance and empowering the operators to be responsible for the equipment they work on and to carry out all necessary maintenance activities
    - Introducing the incentive scheme in which the incentives are related to the improvement projects and the levels of achieved performance
    - Implementing standardized procedures, processes, visual controls, visual procedures, and one-point lessons
    - Multiple assessment of the results of the project implementation

    Results:

    - Structured foundations of the WCM methodology, a higher level of knowledge and engagement of all employees, overall improvement of KPIs, improved solutions within Best Practices
    - Increased production performance by 10-15% (for different lines and plants) along with the improved ability to achieve and maintain higher results in all plants in the Group
    - Decreased material losses by 30-40% (for different lines and plants) along with improved ability to keep the losses on low levels in all plants in the Group
    - The ability of new plants and lines to achieve standard production performance levels faster (about 3-4 months from commissioning)
    - Due to introduction of standardized processes, new lines quickly achieve good levels of both main KPIs and material losses, which are close to the expected results
    - Lower change-over lead times (initially by about 65%) along with the ability to maintain the change-over lead times within the ± 5% deviation of the standard lead time
    - Exemplary organization of the spare parts rooms, which allows to achieve the spare parts stock issue times of less than 60 seconds in most cases
    - There is no more need to prepare for the external audits as their requirements are always met and exceeded
    - Improved quality management system, which allowed to lower the losses and the number of customer complaints

  • The largest Polish manufacturer of stainless steel cans and packagesOpen or Close

    Summary:

    - Implementation of the World Class Manufacturing project in a plant that has had multiple problems, in order to improve its overall performance
    - At first, it was necessary to find out whether it was possible to increase performance levels, lower costs, improve morale of the staff, and increase the quality of the products, or it was better to separate out the plant from the Group and sell to a third party.

    Actions:

    - Implementing the Foundation Best Manufacturing Practices as well as engaging employees in the improvement process
    - Designing and implementing team structures, KPIs and targets, visual controls, and regular team meetings aimed at discussing the KPIs and targets
    - Training the teams, team leaders, internal trainers as well as developing the training and development system
    - Performing the loss and waste analysis in every department, commencing the improvement projects which included modernization and technical changes in the equipment
    - Implementing 5S, re-organizing the production area, introducing visual controls on the production and stock-room areas, implementing a new system of storing both the work-in-process materials and the finished products
    - Facilitating SMED workshops on different groups of equipment as well as organizing and visually identifying spare parts
    - Unifying some spare parts, including the change-over parts, and getting rid of unnecessary parts and materials
    - Developing visual maintenance procedures for different activities as well as implementing the standard ways of carrying out maintenance activities and improving maintenance lead times
    - Implementing the tools to follow up changes in the production plans and schedules, including identification of the change originator, which enabled to maintain stability of the plans and schedules in extending schedule horizon and freezing schedules
    - Implementing the rules of Autonomous Maintenance, including equipment lubrication and inspection cards, and training of the operators
    - Carrying out multiple progress assessments of the project implementation as well as inspiring the employees by the Group's Senior Management to engage in the improvement process

    Results:

    - The structured foundations of the WCM methodology, a higher level of knowledge and engagement of the employees, overall improvement of KPIs, improved solutions within Best Practices
    - A lower number of damaged work-in-progress materials and finished products
    - Improved performance of the machines and increased OEE by 15 to 55%
    - Employees engaged in the improvement process - coming up with improvement ideas and implementing improvements in such a way, that it has become a real live process with as few 'obstacles' as possible
    - Increased profitability of one of the plants by 600% within 3 years from the start of the project
    - Organized production planning processes, and introduced progressively longer "schedule freezing periods" in order to avoid disruptions in the production processes due to the changes in the production schedules
    - A higher number of SKUs, shorter production runs, without lowering the effectiveness of the process
    - Improved technical condition of the machines due to both the operators being supported in the basic maintenance activities and implementation of the Autonomous Maintenance rules
    - Improved safety at work, the number of accidents reduced to zero
    - There is no more need to prepare for the external audits as their requirements are always met
    - The decision was to keep the plant within the Group. Implementation of the WCM methodology enabled the Group to take over other manufacturers of the steel packaging and to enlarge the market share.

  • The ironworks of the leading train wheels and pipes manufacturer in UkraineOpen or Close

    Summary:

    The pilot project began at the start-up phase of a new plant, long before the official opening. This is the largest plant opened in Ukraine since early 1990s. The whole plant was built by western companies. Our Client decided to build a system that would allow them to achieve fully operational phase of the plant and expected levels of performance as fast as possible. The plant is dramatically different from other Ukrainian ironworks that were built during the communist period. As the production and maintenance personnel had little experience with such new machines and systems, it was necessary to take steps to prevent damages and fast wear and tear of the equipment. There were three main goals defined by the Client - to achieve high competitiveness of the plant through Continuous Improvement systems, minimizing operational costs and achieve happy employees.

    Actions:

    - The Foundation Best Practices were implemented first, and then the Pillar PlatT Best Practices followed - the Maintenance Management and the Production Management pillars
    - Employees were divided into work teams, and each team had its own set of KPIs and visual controls developed
    - All employees were trained by internal trainers, who were trained and certified by us, and who became coaches in due course of time
    - Employees' buy-in increased due to the incentive systems (reward & recognition), which awarded both material and non-material benefits for improvement ideas that allowed to improve effectiveness, safety, work organization, 5S etc.
    - Continuous Improvement actions were introduced, including engagement of all employees in problem solving and improvement processes
    - The rules of co-operation with maintenance sub-contractors were developed and implemented (as most maintenance work is sub-contracted)
    - The maintenance strategy was developed along with maintenance processes, which enabled the maintenance department to operate at peak performance
    - The ground rules for implementation of the Preventive and Planned RCM Maintenance were developed
    - Production area, including the areas for storing raw and other materials in production, raw materials warehouse and spare parts rooms were all completely re-organized
    - All production processes were described in detail, and standard operating procedures were introduced
    - Skills matrices were developed, which enabled the use of knowledge and skills of every employee and preparation of personal development plans
    - The skills matrices included the controls that allowed tracking of both presence and validity of regulatory certifications and permissions held by each employee
    - The procurement processes for raw materials, production materials and spare parts were reorganized in order to keep stock levels at the necessary minimum
    - Production planning and scheduling processes were improved in order to accommodate for increasing volume and variety of information that is entered into the system
    - Quality management system was implemented based on both quality control and quality assurance processes as well as customer satisfaction surveys and analyses
    - Health and safety was improved, the Safety Department was partially reorganized, new policies and rules were introduced along with the new training system

    Results:

    - The newly opened ironworks achieved nominal performance levels within 15 months of the beginning of the project implementation
    - Improvement projects based on the loss and waste analysis let the Client decrease the operational costs by 36% per one tonne of steel within first 18 months, and by further 16.5% within the following 12 months
    - Increased customer satisfaction and decreased number of complaints
    - Increased overall equipment effectiveness with lower stock levels of spare parts
    - Decreased stock levels of raw materials, waiting time for raw materials reduced to zero, and at the same time the amount of capital frozen in raw materials decreased by 1.5 mln USD per year
    - Increased equipment availability and reliability
    - Shorter maintenance lead time, including overhauls, as well as lower number of errors and corrections
    - Industrial Safety system was built and implemented, enabling analyses of incidents in order to prevent their reoccurrence, and eliminating serious accidents
    - Teams operate effectively managing their KPIs and targets, participating in improvement projects and processes, and receiving incentives, related to their results

  • The iron ore open-pit mine in UkraineOpen or Close

    Summary:

    The Client was the mining conglomerate which included an iron ore open-pit mine, an enrichment plant, and supporting facilities. The pilot area included the open-pit mine, the truck and rail transport departments, altogether employing about 2,500 people. The main goal was to increase effectiveness and morale of the employees. The idea was to indirectly decrease breakdowns and to increase utilization of the mining and transportation equipment (i.e. excavators, 130-ton trucks, trains). This was to lead to lower operational costs. The additional goal was to reduce a number of serious accidents in the pilot area to zero.

    Actions:

    - Implementing the foundations of the WCM methodology - work in properly designed teams, KPIs, visual controls, 5S, continuous improvement
    - Dividing employees into teams with the shift supervisors as new team leaders, providing the teams with structured KPIs and improvement targets in order to increase performance and to make sure that team members do take care of their equipment
    - Training the implementation team members and the internal trainers who in turn trained all the employees in the pilot areas
    - Allowing team members to speak up, and establishing the system to receive and analyse the voice of employees
    - Commencing the improvement projects based on the loss and waste analysis for all implementation areas
    - Implementing 5S in the overhaul halls as well as in the transport and excavation equipment areas
    - Defining the rules for the operators to be responsible for their equipment in order to enable and enhance both reactive and pro-active maintenance
    - Redefining the shift handover process along with proper hand over of responsibility for the equipment
    - Redesigning the ways how the trucks and trains are loaded by the excavators, which allowed for decreasing of waiting times and increasing effectiveness

    Results:

    - Engaged and motivated employees who, for the first time in the history of the company, started to propose improvement ideas, improve their work, and come up with solutions positively impacting the bottom-line
    - Dramatic improvement in the relationships between the shop-floor and the management, improved communication and management processes, complete buy-in of the change and co-operation of all parties in order to achieve the goals
    - Increased effectiveness of both the mining processes and transportation of the output
    - Increased effectiveness of the rail transport as well as improved stabilization parameters of the heaps, and improved health and safety of the employees
    - Large savings of energy costs in result of both equipment utilization planning projects and work reorganization, for example improved efficiency of drainage pumps in terms of their operating times, and established alternative power sources
    - Costs savings of several million USD due to improved work effectiveness, improvement ideas from employees and improvement projects
    - ZERO accidents during the whole time of the project (over one year). In the past, there were 4-5 serious accidents and 1-2 fatal accidents per year in the areas of the project implementation

Base Line and Opportunities Assessment Projects

  • A leading Polish manufacturer of home appliancesOpen or Close

    Summary:

    As the Client was experiencing a dynamic rise of sales, we were asked to assess their production capability. The first aim was to identify and analyse the bottlenecks within the internal operational areas, including production, maintenance, warehousing and planning. The next step was to assess production capabilities of key subcontractors. The deliverables were to include the actions needed to improve the planning of the flow of materials.

    Actions:

    - Identifying critical resources and processes for different internal departments, including an assembly area, injection moulding machines, an engines area, metal parts preparation area, and for the external subcontractors of key components
    - Carrying out performance analyses of the equipment within the areas covered by the production analysis
    - Carrying out constraints analyses, and identifying the opportunities of increasing the effectiveness of the warehouse and shipping processes
    - Making out a list of buffers for critical resources, products and work-in-progress

    Results:

    - A list of recommendations for both the important actions and emergency plans in order to build the operational capabilities necessary to satisfy the growth of sales
    - A long-term Master Production Schedule (MPS) along with calculations for the Material Resource Planning (MRP)
    - Defining improvement directions for Stock Management

Sales Forecasting and Demand Forecasting Improvement Projects

  • A leading Polish manufacturer of home appliancesOpen or Close

    Summary:

    Our Client, having been on the market for several decades, had to increase its competitive advantage in order to compete in different market segments, ranging from basic to premium, and to satisfy growing expectations of its customers. The aim was to identify the problems that hindered the demand forecasting process and to provide automated tools for improving the effectiveness of planning processes. There had been no such tools by then, and the Procurement Department had to operate without any information on the future demands for raw and other materials.

    Actions:

    - Facilitating a workshop for the Sales and Marketing Departments in order to develop the forecasting process, communication system, forecasting tools and the indicators, necessary to monitor the effectiveness of both the forecasting process itself and the accuracy of forecasts
    - Designing and building the tool that was based on the Client's current systems in order to automate the data analysis process and to improve collaboration between participants of the demand forecasting process
    - Facilitating a workshop that was meant to increase employees' awareness of the purpose and importance of forecasting processes for the organization
    - Training the staff of the Sales and Marketing Departments on how to utilize the solutions implemented
    - Improving the production planning process, making use of the availability of demand forecasts

    Results:

    - The Demand Forecasting process was implemented along with the dedicated and tailor-made tool which was designed based on the instructions of the Implementation Team
    - The achieved level of forecast accuracy was 60%
    - Increased awareness of how important the demand forecasting process is for the organization
    - Extending the horizon of effective operation of the Procurement Department

  • A Polish manufacturer of the building materials for retail customersOpen or Close

    Summary:

    One of the main problems of our Client was a low accuracy of sales forecasts - only about 10%. Previously implemented solutions excluded sales and marketing departments from the forecasting process. The forecasting process was an ad-hoc activity, without any formal procedures. There was also no tool to support this process.

    Actions:

    - Facilitating a workshop in order to define the forecasting process, to set out the rules for co-operation and accountability of both the sales and operations departments, and to develop the tools and reports necessary to support the planning processes
    - Designing and implementing the Planning Group's meeting schedule
    - Defining effectiveness criteria, and designing the Balance Scorecard for the Operations Department
    - Designing and building an IT application necessary to support the forecasting process
    - Implementing product segmentation, and defining customer expectations for the service performance

    Results:

    - Increased forecasts accuracy to 45% along with full engagement of key decision-makers from the customer-end departments
    - Unification of the process and tool solutions for the forecasting process in all business units of the Group

  • An important manufacturer of the building and furniture accessoriesOpen or Close

    Summary:

    Poor results of an ineffective planning process increased the costs of our Client, and the decision was made to define and implement the forecasting process. Before the improvement project began, it was important to describe the current tools, processes and responsibilities with regard to planning and forecasting. The company had several different programs and projects that supported the availability of their products for different market segments. However, they were not synchronized and they produced a lot of information noise. One of the project aims was to increase awareness of the importance of the forecasting process, especially with regard to the growing import of goods with long delivery lead times.

    Actions:

    - Facilitating a workshop that allowed to define the rules and responsibilities of all employees engaged in the forecasting process
    - Defining clear assessment indicators and targets
    - Designing and implementing the tool that was to support the forecasting process and that was integrated with the current ERP system
    - Technical training of the forecasters, the Demand Planner, and the Implementation Team of the project
    - Defining the rules for communication between the process participants in order for them to produce a single forecast based on the Forecasting Group system

    Results:

    - Forecast accuracy at the level of over 40%
    - Improved awareness of the importance of the forecasting process among the customer-end departments
    - Full engagement of sales departments in the forecasting process
    - Integration of all tools in order to facilitate further improvement projects to increase availability of the products
    - Training and coaching of the Demand Planner who was responsible for supervising and developing the forecasting process in the organisation

World Class Logistics Projects

  • A Polish beverage manufacturerOpen or Close

    Summary:

    Our Client was not satisfied with the current warehouse infrastructure, employees' skills and support systems. It was not possible to effectively perform tasks set out for the warehouse. Additionally, it was discovered that the know-how and skills of the warehouse personnel, including managers, was on a very low level. It was a serious problem and the Client wanted to achieve significant improvement in order to meet their goals.

    Actions:

    - Carrying out a detailed analysis of the current state
    - Carrying out the stock-taking process accompanied by warehouse deep cleaning and clearing
    - Designing a new stock layout for the current infrastructure
    - Developing and implementing new warehousing processes
    - Training of warehouse personnel and management
    - Setting out the KPIs for the warehouse
    - Assessment of the WMS module of the ERP system which was being implemented, and comparing it to other solutions available on the market
    - Defining the future state of the logistic centre

    Results:

    - Significant improvement of the Stock Management processes
    - Reduction of waste
    - Improved warehousing KPIs
    - Trained and motivated warehouse team of employees

  • Developing a logistics process model for two merging companies in the clothing industryOpen or Close

    Summary:

    Our Client wanted to optimize their logistics processes (warehousing and shipping) due to the merger of two companies that had had distinctly different products, warehouses and outlets. We were asked to develop necessary logistics solutions and to provide recommendations for stock management of finished products.

    Actions:

    - Carrying out the multidimensional analysis of the transportation costs
    - Developing the required terms and conditions for the co-operation with logistics subcontractors, and carrying out negotiations
    - Developing the warehouse procedures, taking into account the existing support systems
    - Developing the outline of the stock and orders management
    - Defining the assumptions for the logistics policies and the tool that was to support the stock replenishment in the outlets

    Results:

    - A cost simulation for 4 logistics models developed for the merged organizations
    - A detail action plan for the logistics centre and the allocation of products in different warehouse areas
    - Re-negotiated shipping contracts with several couriers and shipment providers
    - A tool for optimizing the shipping costs

  • Integration of Operations after the merger of two large beverage manufacturers in Central EuropeOpen or Close

    Summary:

    Our Client was a new organisation which was formed after the merger of two large beverage manufacturers. Previously, both companies had well organized warehouse infrastructures and processes, but completely different from each other. The goal of the project was to develop a common system that enabled to assess effectiveness and KPIs as well as to outline a vision for future operations.

    Actions:

    - Carrying out a comprehensive analysis of the current situation in all plants
    - Facilitating a workshop to define the Supply Chain Strategy
    - Going through all procurement contracts and revising the procurement policies
    - Finding the opportunities to increase performance
    - Identifying the differences between the systems, and finding the improvement opportunities
    - Carrying out a comprehensive analysis of logistics processes, and identifying the indicators to assess their effectiveness

    Results:

    - The future state of the organisational structure of the Operations for different levels of the organisation, including the corporate and plant levels
    - New business processes for the Operations areas
    - Synergy effects in the Procurement areas
    - A logistics model for the newly merged organisation

  • A leading FMCG manufacturerOpen or Close

    Summary:

    Due to the existing warehouse infrastructure, skills of the warehouse personnel and the support systems, our Client was not able to carry out more complex tasks with regard to warehousing and logistics. The project goal was to achieve a satisfactory level in those areas.

    Actions:

    - Carrying out a comprehensive analysis of the current situation
    - Taking a role in the company if the form of interim management
    - Carrying out the stock-taking process along with deep cleaning and clearing
    - Training the warehouse personnel and managers
    - Developing the KPIs for the warehouse
    - Carrying out the analysis of the warehouse procedures and their correlation with the WMS system

    Results:

    - Significantly improved operations of the warehouse
    - Decreased logistics costs
    - Motivated and engaged staff equipped with new know-how


 

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