Plant performance recovery through management best practices
Context and objectives
- A French plant with low performance (OEE production scheduling adherence, absenteeism rate, …). Moreover, the plant needs to change its business model by doubling the number of product references.
- A Spanish plant whose performance ranking has progressively slipped and with a weak continuous improvement culture.
- The Industrial Directors of those plants expect and require a higher level of performance as well as a better continuous improvement culture.
- 2 plants in Consumer Goods and Luxury sectors with 600 staff each
12 to 18 months local approach adapted to the cultural and organizational specificities of each plant:
- For the French plant, 3 improvement levers:
- Short terms workshops to deliver quick wins on productivity and to reduce waste
- Cross-domain process optimization (production planning and supply)
- Management and recognition system improvement
- For the Spanish Team, a focus on management processes and improvement culture
- Diagnosis of the management
- Implementation of new management and HR processes
- Industrial added value increase +30 % after 5 years of the French plant with a stock level reduction of 40%
- Special Quality Management Group Reward for the french plant manager. The plant stayed many years as a showcase site for the Group. New management Best Practices had inspired a worldwide Group HR Program.
- Remarkable performance recovery that propelled the Spanish plant at a leading position among the 40 plants of the Group