Results from previous deployments
Tasks
Results
Measures
Task Force Allocation Management Automotive
- Supervising of the supply, performance and delivery situation along the supply chain
- Implementation of integrated tracking- and management tool with focused suppliers
- Improvement of on-time-delivery of critical supplier
- Communication and moderation with internal and external stakeholder
- Process optimization with supplier at two sites
- Identification of deviations,
elaboration of root causes and problem solving
Setup of online seminars
- Online seminar “Strategic Planning and sustainability of results”
- Market analysis regarding alternatives to on-site project work
- Requirement analysis to online seminars
- diverse marketing- and sales activities
Production optimization for medical technology company
- Splitting of production of a medical products manufacturer into high volume and low volume / protiotypes production in combination with dynamic S&O planning.
- Optimization of product quality and productivity (EBIT), as well as lead time, availabilty, on-time-delivery and team motivation
- Implementation of autonomous workgroups based on Hancho concept
- Setup and implementation of a value stream organization with integrated Supply Chain Management
- 1st prize of corporate contest Operational Excellence
- EBIT improvement
- Introduction of value stream analysis and design
- Project analysis -planning -execution
- Coaching of multi-cultural technical experts and management
- Elaboration and implementation of organizational changes
- Incorporation of support functions including Customer Service
- Integration of Supply Chain Management
- Counseling regarding strategic alignment
- Introduction of balanced production with semi-autonomous teams
- Team- and organizational development
- Transfer of insights to plant planning project
Group Director Lean Business at international machine building group
- Implementation of business goals by means of team- and project-based optimization activities
- Development and realization of an implementation roadmap for the focused areas
- Achievement of measurable and cost-effective effects (EBIT)
- Start of a culture change towards a learning organization
- Intentionally demanding and promoting this change by the managers
- Setup of lean competence in line organization with specialists and managers
- Initiation of a professional change process in the company
- Requirements for flexible, robust and transparent processes
- Better understanding of the overall process among those involved in the process
- Transformation from a function-oriented to a value stream-oriented organization.
Participation in the development and implementation of the corporate strategy
- Strategic management process
- Implementation of the policy deployment by the organizational levels
- Breaking down business goals down to the team level
- Creation and implementation of strategic initiatives to achieve goals
- Adaptation and further development of the Corporate Business System
- Matching of the requirements of the parent corporation with the requirements of the Coperion Group
Development of lean capacities within the group
- Training and coaching of lean officers in the local companaies
- Coaching of specialists and executives in the organization
- Introduction of a group-wide lean network with regular exchange of experiences
Mentoring of process and performance improvements
- Introduction of standard procedures for project and team-based improvement activities
- Execution of value stream analyzes, elaboration and prioritization of optimization potentials, creation of implementation roadmaps
- Implementation of the measures aligned to the business goals with proof of effectiveness and monitoring of hard and soft savings
- Introduction of visualization and measurement systems (KPI-system)
- Execution of project-related open and hidden coaching for executives
- Monitoring of the organizational and mental change process
Lean transformation of a commercial vehicles manufacturing company
- Introduction of standard operation procedures and shopfloor management
- Optimization of planning, programming and forecast processes
- Colaboration in the setup of configuration management
- Grasp the current state
- Elaboration of best practise with the teams
- Introduction of shopfloor management
- Executing/Supervision of problem solving activities
- Sustain new methodology within the organization
International Lean transformation with a 1st Tier-automotive supplier in Germany and Spain
- Increase of productivity
- Boost of First-Pass-Yield
- Cutback of quality costs
- Reduction of lead time
- Optimization of Logistics
- Grasp of current state and elaboration of desired state / future state
- Priorization and realization of optimization measures in order to achieve the superordinated company objectives
- Ensure sustainabilty of results
Optimization of planning and production of food packaging
- Improvement of equipment utilization
- Reduction of chang over time
- Optimization of lead time by transition to flexible production
- Optimization of planning and programming of the order-management-process
- Grasp the current state
- Execution of a potential analysis and a plan for raising these
- Realization of workshops regarding changeover time optimization
- Reorganization of Sales- and Operation Planning
Implementation of Lean Production with a manufacturer of turbines for hydraulic power plants in Argentina
- Encrease of productivity
- Optimization of equipment effectiveness
- Reduction of downtime
- Grasp of current state
- Execution of a potential analysis and a plan for raising these
- Setup of lighthouse areas
- Sustainable implementation of Shopfloor Management including coaching of technicians and management
Optimization of spare parts logistics with a manufacturer of commercial vehicles
- Inventory reduction of spare parts
- Optimization of order management process
- Reduction of lead time from reception-of-order to delivery
- Analysis of data regarding turnover rate, replenishment lead time and portfolio
- Elaboration of alternatives to replenishment and execution strategies
- Standardization of order reception process
Lean Warehouse Project with a pharmaceutical company in Switzerland
- Reorganization of warehouse areas
- Optimization of inventory
- Reduction of lead time
- Analysis of sales, logistics and production data
- Grasp current state and
- Execution of a potential analysis
- Elaboration of future state processes for logistics including IT, also of new layouts
Training and coaching of management and setup of Lean experts with a electrical tool manfacturer in Mexico
- introduction and stabilization of Lean fundamentals
- Practising implemantation of 5S in the production areas
- Incorporation of executives
- Execution of Lean fundamentals workshops
- Introduction of visual management
- Start of practical problem solving
Implementation of TPS based, proprietary production system with a european aircraft manufacturer in Germany
- Optimization of material and information flow, layout und visualization
- Theorectical and practical training of Lean specialists
- Setup of Lean as an intrument of collaborative leadership
- Improvement of prodictivity in production and logistics areas
- Preparation of internal Lean-Learning-Academy
- Value stream analysis for production, logiostics, design and administration
- Bottleneck analysis and priorization of activities
- SWOT analysis, design, qualification, quantification and priorization of optimization potentials
- Preparation and support of Kaizen workshops
- Training and coaching of all management levels within the plant
- Know how transfer
- Support in logistics outsourcing projects
Deep Dive analysis with optical glass fibre company
- Elaboration of measurements for raising improvement potentials in the production area
- Creation of a priorized implemantation plan
- Value stream analysis
- Future state definition
- Incorporation of operational teams and stakeholder
- Evaluation of current state of the Lean transformation
Lean Promotion Director with a construction machine company
- Setup of an internal Lean organization
- Implemantation of 5S
- Reorganization of incoming area
- Layout optimization of material and product flow
- Implementation of Pull- and consignment processes
- Supply of pre-sequenced and pre-configured assembly sets by supplieres by using standardized returnable packaging
- Synchronization of supply areas , pre- and final assembly areas with the customer takt time in the excavator production
- Coordinated managemant of project in the focused production sites
- Training, mentoring and coaching of Lean Promotion Officers
- Definition, setup and training of internal Lean experts
- Colaboration in creation and alignment of regional activities with corporate (US) goals
- Transition from silo to flow production by U-cells in the hydraulic cylinder production including metal processing, assembly, quality assurance and packaging
- Involvement of national and international suppliers
Corporate Logistics Management and process ownership for engineering change management with a 1st Tier automotive supplier
- Optimization of inventory on a group level
- Reduction of engineering changes after start of production (SOP)
- Cutoff of engineering change costs
- Change management in the plants
- Reorganization of logistics processes
- Setup and technical leadership of all local engineering change specialists
- Deployment and training of Lean management methods
- Elaboration, training and deployment of best practise standards
- Setup of centers of competence for Lean and engineering change management
Standardization and harmonization of processes by SAP with 1st Tier automotive supplier
- Streamline of company processes in the order-to-delivery area
- Implementation of SAP R/3 in various national and international plants
- Cooperation with the creation of business blueprints incorporating the requirements of the international sites for generating the global template
- Coordination of functional and intergration tests and rollout for engineering change management in global rollouts
- Coordination of complete rollout in the mexican sites
Implementation of Lean / continuous improvement with 1st Tier automotive supplier
- Increase of productivity of people, machines and space
- Reduction of changeover time , lead time and inventory
- Setup of Lean competence center
- Setup of lighthouse area in production area
- Training and coaching of technicians and managers
- Continuous scope extension to the entire plant and supply chain
- Rollout into national und international production sites
- Concept, design and execution of KAIZEN workshops in production and logistics (assembly lines, pre-assemblies, plastic parts production, production supply – supply train and material supermarkets
- Cross-company project “container management” with supplier involvement
- Execution of Lean-Trainee-Programmes for onboarding managers