top of page

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).

bottom of page