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Operational Excellence

Operational excellence for us is the seamless union of everything Lean and Six Sigma. The tools and techniques within OE will be used in some way in every project regardless of whether there is a formal deployment with our client or not.

E² have the capability, expertise and experience of leading simultaneous corporate deployments and complex change programmes. It is the most rapid way of gaining traction and delivering results when employing a new continuous improvement model. It is also by far the most effective way of developing competent internal change agents.

We have successfully deployed and used Six Sigma and Lean  in an extensive range of functional areas within our clients organisations. From sales and marketing to finance from procurement to manufacturing and from call centres to warehousing and logistics. Applied correctly there should be no constraints.

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.

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

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

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

arrow  Wider lean deployment facilitated.

arrow  Project net benefit estimated to be £200m per annum

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.

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

arrow  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%

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

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

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

National Pharmaceuticals Distributor
Poor Efficiency and Effectiveness in Warehousing and Distribution operations eating in to profits.

Operational baseline of distribution centres saw marked variance in operational performance from a service delivery and cost efficiency perspective. Opportunity was believed to exist.

arrow  Customer service and order receipt operations found to be fragmented and overstaffed.

arrow  Good inward checking reduced by 50%,by only check suppliers who have history of delivery issues.

arrow  Management structure reviewed and 1 to 1 reporting positions removed.

arrow  No of delivery vehicles reduced by 5% by route optimisation.

arrow  Fuel cost reduced by 10% through improved fuel management.
arrow Operational Excellence
arrow Supply Chain
arrow Asset Management
arrow Organisational Effectiveness
arrow Business Control & Optimisation
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