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Improvement project

A Lean improvement project involves the accurate analysis of the starting situation and the active involvement of a project team within the customer's organization, to which the know-how on the application of Lean techniques, tools and methods is transferred and which is guided and accompanied in complex project management. 

At the end of the project, an analysis of the results achieved, of the effectiveness of the implemented actions is elaborated with the identification of further potential opportunities for improvement: the continuous exchange with the customer on the work progress is an integral part of the program.

With the Lean improvement project it is possible to face different problems, by type and complexity, both in the industrial and administrative and commercial fields, and it includes a sequence of tailor-made work phases, depending on the specific situation on which to intervene:

1

Problem setting

  • Define the problem

  • Evaluate the basic data and initial conditions

  • Define quantitative and qualitative objectives

2

Problem solving

  • Analyze the causes

  • Analyze data and facts

  • Identify improvement actions

3

Action and results

  • Develop and execute the action plan

  • Evaluate before-after indicators

  • Track progresses and measure results

Phases of a Lean improvement project © Lean Fabrica ®

Cases:

Process map for analysis and improvement of the Indirect Purchasing process, from RTP (Request to Purchase) to PO (Purchase Order): analysis of operational steps, roles, interfaces, RTP lead-time vs declared standard management times; identification of waste, problems and bottlenecks and development of solutions; introduction of new standards for visual, controlled and agile process management (kanban board) (Pharmaceutical Industry).

 

Mapping and streamlining of operational processes and Finance Operations activities, in particular for Record-To-Report (accounting) and Procurements-To-Pay (purchases and suppliers) processes: identification and elimination of NVA activities and recurring problems; development of functional interfaces between local and international organizations and external service providers; harmonization of operating procedures; definition of standard times for each phase (Healthcare Industry).

 

Review and development of Credit Management operational processes: mapping and measurement of credit management processes in different business units an applied related commercial and credit policies; identification of waste, NVA activities and recurring problems; design and action plan for a centralized credit process defined by the new Credit Policy, Operational Level Agreements for individual business divisions, centralized credit functional interfaces vs. Commercial (Beauty and Cosmetics Industry).

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