Success stories
Increasing production capacity without investment in assets
Initial situation
-
Cable industry.
-
Saturated production plant, with programming occupied three months ahead and a sustained deterioration in the level of service. Continuous 24/7 production.
-
Loss of potential sales and customers due to dissatisfaction with delivery times.
-
The increase in capacity via investment requires a large outlay and is long term.
Action Plan
Based on the analysis of production operations, the contribution margin by product family and the impact of the size of the production batch, an approach to redesign operations was undertaken with the involvement of the engineering, maintenance, process, production, planning, logistics and commercial teams to deploy an integrated and coordinated solution that allows:
​
-
Identify and work on the bottleneck and associated causes of downtime, as well as the average manufacturing order changeover time therein.
-
Optimising batch size and production sequencing.
-
Review and levelling of the Make to Order / Make to Stock policy with the commercial department.
-
Minimising the number of product reference changes via a logical grouping of orders.
-
Focusing preventive maintenance on bottleneck equipment.
-
Monitoring the activity in real time.
Result
-
An increase of more than 15 points in production and associated sales.
-
Margin improvement through increased use of installed resources
Success stories
Digital transformation project management
Initial situation
-
Marketing management of spaces for events in the Sports Club.
-
Requests from potential customers come in through various non-integrated channels and generated conflicts and lost opportunities due to inefficient follow-up.
-
There was no joint visibility of current offers, space reservations or conversion ratios, which made it difficult to focus commercial efforts efficiently. Stress between departments in the area due to poor organisation.
-
The causes of lost opportunities and customer satisfaction were not being adequately captured.
-
The area had not been thoroughly analysed in the entire commercial process. Partial improvements were made but not successful.
Actions
-
Analysis of integral business process to understand operations and identify options for joint improvement in sales, billing and customer care departments of the commercial area. Business case of potential sales increase.
-
Development of functional business requirements to translate them to the technical level of external suppliers of IT systems together with the business team.
-
Support in the preparation of the specifications for the tendering of technical projects (RCP) and support in the selection of suppliers.
-
Support in project management of development and implementation of technical solution on CRM and integrated web services.
-
Acting as an interface between external technologists and the business to ensure that the new tools meet the needs within the required deadlines.
-
Deployment of automated bid tracking and reporting system.
Result
-
Standardisation of the process through a single request channel and bid lifecycle management.
-
Availability of a tool that allows real-time and shared management of requests for offers, resource management and also the satisfaction and follow-up of both clients and opportunities that have not been transformed into sales.
-
Exhaustive monitoring and follow-up of offers that allows for better supervision and management of commercial activity and customer service.
-
18% increase in the number of offers converted into orders.
Success stories
Improved efficiency of Back Office processes
Initial situation
-
Company specialising in outsourcing HR and payroll solutions.
-
Inefficient, manual, and duplicated processes in the area, requiring excessive resources.
-
Errors generate rework and customer complaints.
-
Unsatisfactory customer response times.
Actions
-
Review and redesign of the process to optimise the level and time of service offered to the customer.
-
Identification of automatable tasks, prioritisation and cost/time planning.
-
Definition of an Activity Forecast Model, for the planning of resources and tasks.
-
Definition of key indicators and preparation of the scorecard associated with the department's activity.
-
Review of responsibilities related to the department's management positions, to improve performance and quality.
-
Drafting of the manual of operational processes and procedures.
Result
-
Reduction of the error rate detected from 4% to less than 1%
-
15% improvement in response times.
-
Reduction of operational costs due to better resource planning and automation of part of the processes, estimated at 7 staff.
Success stories
Improved procurement management - Auto
Initial situation
-
Motorbike manufacturer's spare parts and after-sales business line.
-
High level of complaints and claims from customers (distributors) due to unacceptable service rate.
-
Loss of spare parts sales due to referral of unfulfilled orders to the unofficial parallel market of the brand.
-
Market perception of poor spare parts and after-sales service hinders the commercial action of vehicle sales.
-
Internal tensions between the sales and marketing department and the spare parts and after-sales department.
Actions
-
Analysis of the process of receiving orders and purchase / procurement of components and stock management as well as the correct allocation of tasks of the department staff and the proper functioning and use of computer tools.
-
Identification of causes: inadequate organisation, systems with incomplete or unreliable information, purchasing and procurement processes not systematised in a rigorous way, stocks not adequate to the real demand.
-
Parameterisation of the system for all active references to make it reliable, reinforcement of additional buyer/provider position, implementation of systematic demand analysis and stock management, adaptation of new system functionalities with the IT department, implementation of dashboard to monitor the activity and the levels of service and stocks set as a target.
-
Leadership and accompaniment of the team throughout the process of analysis, conclusions and implementation of the action plan until objectives are achieved.
Result
-
Improvement of the service rate by 25% until reaching the objective set by the General Management.
-
90% increase in sales due to meeting demand in a timely manner.
-
Investment in circulating stock strictly in line with real demand, increasing turnover and minimising the generation of obsolete stock.