Global Top 3 Pharmaceutical Company
Growing revenues by improving plant asset efficiencies

With a market which could consume more than could be supplied and  allocations common place a solution  was rapidly needed to address the capacity limitation the manufacturing plants had unwittingly imposed.

 Plant bottlenecks identified and new planning and prioritisation process designed, 25% additional capacity created.

 Number of different SKU’s reduced by 50%, driving down changeovers and improving capacity in packaging operations

 Improvement in production delivery performance achieved by  overhaul to planning process and correcting standard time in MRP system

 Wider lean deployment facilitated.

 Project net Benefit estimated to be £200m per annum

Top Tier Telecoms Utility Company
Restoring margins by applying a new business model

With a rapidly changing market our client was seeing significant reduction in it’s operating margins. The business was non core within the wider company group but had always been a cash cow, unless that status could be restored it’s future was in doubt.

 Organisational structure and roles and responsibilities fully assessed and new leaner but but more effective structure created.

 Job planning  process fully re assessed and signmificant changes made to remove duplication and wasted effort, best practice identified and uniform national process applied.

 Supply chain model completely redesigned, lowere tier smaller supplier engaged to replace larger supplier driving cost down but improving flexibility.

 Overall purchasing model created allowing all direct suppliers to purchase under the overall company supply chain  umbella agreements, benefits shared.

 Project net benefits estimated at 10% improvement in margin,  (cash cow restored to better than historic performance)

Leader in National Food sales Distribution
Spiraling operating costs leaving contracts unprofitable

New logistics contract implementation for national sales and distribution to top tier resteraunts and food outlets had been poorly designed and implemented, Order accuracy, ontime delivery and overall contract profitability were major issues.

 Telesales and order capture process and timetable aligned to mirror sequence of trunking schedules ensuring order captured in correct sequence.

 Warehouse picking operations moved to single order and marshalling. Flow reduced number of live orders being picked in warehouse to maximum of 6 at a time, pick labour per order reduced by 30%

 Improvement in production delivery performance achieved by  overhaul to planning process and correcting standard time in MRP system

 Vehicle fill methodology and primary trunking schedules changed to drive optimal use of network and assets.

 Project net effects saw ontime delivery and order accuracy consistently exceed contract requirement, and contact costs reduced by in excess of 30%