- Low effectiveness of R&D department, due to a lot of multiple tasks and limited use of innovation management tools.
- Some sources of savings in purchasing remain unexploited.
- Extreme flexibility imposed on manufacturing activities (linked with high demand variability), causing important variations in efficiency and high level of waste.
- Increasing manufacturing capacity of a specific production line.
- Reducing purchasing costs by 2% or 306 k€.
- Supporting the purchasing department for production ramp-up.
Completion of 4 workstreams to achieve the project objectives
A - « Purchasing » workstream: achieving cost savings on components purchasing, supporting the client during the production ramp-up by ensuring the suppliers' capacity is also increased and setting up alternative solutions when needed.
B - « Lean Manufacturing » workstream: defining future Plant Master Plan, putting local improvement plans into action, increasing production capacity by setting up a new flexible assembly line.
C - « Supply Chain » workstream: adopting a « make-to-stock » approach, setting up sales & operations coordination (forecasting tools), implementing customer service dashboards.
D - « Innovation and Product Management » workstream: identifying KPIs for the R&D department, evaluating AS IS/TO BE situations and identifying a concrete action plan, supervising the implementation of the action plan (innovation strategy, product manager function, innovation process).
- Accumulated annual savings: > 1Mio€.
- Project's ROI > 6 for the client.
- Improved efficiency of product development and innovation activities.
- Improved visibility on supply chain and customer delivery performances.
- Clarified long-term development plan for the shop floor (Plant Master Plan).