Map the flow before you move the fleet
More than 3,000 public voyages, sorted into one picture, produced 25 routes worth chasing and a 40% sales uplift opportunity the carrier could not previously see. None of the underlying data was secret.
Validate the market before the model
Inside the room, outside the room, part 1 of 4 Validate the market before the model ContentsThe situationWhy it had not been […]
Assembly or acquisition
A €5B global machinery company had no consolidated view of its own consulting services. Offerings were ad-hoc and varied by region, and leadership could not say which ones customers valued or how to price them. Part three of three on multi-site standardisation.
Inventory before you outsource
Assembly or Acquisition, part 3 of 4 Inventory before you outsource ContentsThe situationWhy it had not been solvedHow we approached itWhat we […]
Aggregate before you harmonize
A €10B global pulp and paper producer harmonised supplier quality and claim processes across ten mills. The fragmentation was costing over €5m a year, identified across four mills, and nobody inside the business had seen that number. Part two of three on multi-site standardisation.
Map before you mandate
A €1.5B logistics company ran fleet maintenance across a network of terminals and every terminal did it differently. Everyone knew that. Nobody could say how. Part one of three on multi-site standardisation.
Nothing had stopped. That is why it had run for years.
Three supply chain mandates at three separate companies. Nothing was broken in any of them, which is exactly why all three faults had run for years. The piece that draws across all three parts on where supply chain work stalls.
The system proposed the order. Everyone checked it by hand anyway.
A 1B euro Nordic consumer retail group had a system generating order proposals and a planning team checking every one by hand. Part three of three on where supply chain work stalls.
Eighteen interviews to find out who owned it
A 1 billion euro Nordic food company had a supply chain with no defined core processes and no standardised documentation. Eighteen interviews and a four level process map later, it had owners and KPIs. Part two of three on where supply chain work stalls.
Improvement that is not landing is three problems
Over three sprints in three companies we were asked to do something about improvement that was not landing. It turned out to be three different problems. The coda to a three part series on where operational improvement stalls.
Eight fixes for a fault everyone already knew
A 600 million euro measurement and industrial technology company had deliveries going out wrong. Everyone could describe the fault. Nobody had the bandwidth to diagnose it. Part three of three on where operational improvement stalls.
Thirty indicators for something everyone called a culture
A €14 billion fertilizer and crop nutrition company had continuous improvement at every site and no way to tell whether it worked. Everyone called it culture. Thirty indicators, six areas, four pilot sites, and two tools that stayed behind.