Context
International SME of 300 people developing and producing perfumes and flavors for 60% of export. The company has been growing strongly for several years, is very aggressive from a commercial point of view and has a high-performance industrial tool.
Initial problem
The company wanted to improve its internal processes and adopt good operational practices that would enable it to become an industry leader. The company’s desire to strengthen its supply chain and operations to continue to grow without interruption.
Issues to solve
- Structure the organization and raise internal competencies
- Redefine the roles and responsibilities of existing departments
- Evolve the ERP
- Create a company dynamic around the project
The strategic contribution
Complete diagnosis of industrial operations (from purchasing to shipping, including production and quality control), which allowed us to establish priorities among more than a hundred points for improvement.
Implementation of a methodology adapted to the needs and structure of the company, combining dynamism and pragmatism.
Proposal of several concrete and operational solutions for each improvement point raised.
Operational implementation / or operational solutions
Creation of a project group dedicated to the resolution of the identified areas for improvement.
Elaboration of a complete action plan of several hundred lines with clear and quantified objectives
Remote (weekly) and face-to-face (monthly) monitoring of the teams formed
Follow-up of the implementation of the proposed solutions
Collaboration with the ERP developers to include the required changes
Training of teams in new operating methods and transmission of know-how
Concrete results
After 9 months of support, the company has changed its internal functioning and successfully implemented 60% of the recommended recommendations.
Additional recruitments (contribution of external skills) and a change of ERP are now envisaged to reach a new level.
Reduced risk of internal errors and significant financial gains.
Lessons
It is not enough to have a determined company president, who drives the project, and teams willing to change, for success to be achieved. The daily workload of all the company’s players quickly becomes a hindrance if there is no regular follow-up and global reallocation of priorities. The art of this project was to regularly reorient the actions of the employees involved.
It is sometimes difficult for some employees, even with their best will, to consider solutions of a completely different nature than what they know. A didactic and personalized accompaniment is necessary to make them understand the interest of an approach that goes beyond the usual reference points. Advance without rushing and share to discover new perspectives.
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