Starting point: growing volume, growing cost
Every production plant wants to be more efficient. In this company, as volume grew, labor requirements, production times and operating costs rose at the same pace.
- Increasing labor requirements and longer production times
- Losses caused by organization and management
- Chronic daily problems and recurring quality issues
- No established culture of continuous improvement
Approach: daily management, leadership and problem solving
In the transformation program, the daily management system, leadership development and problem solving were addressed together. Line management was standardized, quality problems turned into corporate learning opportunities, and employees became an active part of the improvement process.
Lasting added value: the benchmark competitors follow
The real result was not only cost and productivity. The company made continuous improvement part of its corporate culture and became a plant held up as an example in its region and followed by its competitors. Competition was now managed not only through product, but through knowledge, process, leadership and a culture of development.
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