A factory supplying aircraft doors has chronic delivery delays, putting the customer’s assembly lines at risk, and must drastically reduce its production costs to ensure the site’s survival.
- Optimization of manual assembly lines : line balancing, flow setting, elimination of non-value added causes and line disturbances
- Visual management of production lines, for assembly lines and component manufacturing lines (cutting, forming, machining, technical coatings, heat treatment)
- Optimization of bottlenecks on component manufacturing lines
- Production – quality interfaces: implementation of reinforced self-checks on line, review and simplification of the process
- Integrated planning: review of the planning process with the various players, simplification and creation of simple tools to ensure clarification of the program, its follow-up and its feedback to the field
- Improvement and simplification of cross-functional processes (quality, planning), also involving external logistics actors
- Behavioral change of production supervisors
- Construction and implementation of an integrated system for measuring and steering performance from the factory level to the workstation level
- 20% improvement in overall plant productivity
- Stabilized production lead times
- Disappearance of recurring causes of delivery failures by the logistics supplier
We identified four themes: customers are not always serviced by the right advisor, advisors spend a significant amount of time on non-commercial operations, a poorly structured management of the activities, a share of commercial development that is too low in relation to ambitions.
- Analysis phase (4 weeks) : four topics studied (quality of client portfolios, activity management, organization, commercial development) in three key steps:
- description of the current situation (via numerous field visits and data analysis)
- definition of the target (via interviews and benchmarks)
- construction of the roadmap with workshops with the operational staff
- Project phase (4 months) : an engagement aiming at reaching defined and shared objectives on each of the four topics
- Follow-up phase (over 6 months) : a follow-up to ensure that corrective actions were implemented and the expected results were achieved.
- A structured activity management system deployed in all sectors of the network.
- Improved portfolio quality : more than 85% of clients in the portfolio in the core target segment vs less than 70% before the intervention.
- Implementation of a structured system of conquest and commercial development
- A customer-banker relationship model adapted to each type of client.
An insurance company aims to implement a new CRM tool using the Agile method. But while the tool is under development, the project organization is experiencing some dysfunctions: the project team is organized in silo with significant communication gaps, the level of motivation drops and the progress of the project is not commensurate with the significant financial investments.
After a 3-week analysis phase that highlighted areas for improvement, we started 5 months project with client’s team about 3 workstreams:
- Simplify the organization of the program and internalize the key roles
- Create the conditions for efficient industrial program management (Governance, dashboard, creation of a project platform)
- Upskill the team on agility and make them ambassador of the method for the whole company to set it up at scale
- A 40% reduction of the stakeholders involved in the program while increasing efficiency (from 100 to 60 people)
- A 50% reduction in the IT outsourcing budget
- Estimated gain of 4 months on the project schedule despite the impact of containment
- An operational and autonomous project platform, able to continue without Spirit and to operate remotely from the first day of the lockdown thanks to the implementation of digital communication and animation tools for agile ceremonies