Lean Production Consulting

Focusing on the value stream and avoiding any waste in the value-added process are the core elements of lean production.

Almost every company has introduced production systems along these two maxims, streamlined processes in production and logistics and thus achieved productivity increases.

However, a closer look at the factories reveals a very heterogeneous picture and still numerous deficits:

  • Production systems are often described in a very theoretical and not very practical way or are outdated and are interpreted and implemented differently in different factories
  • The introduction often has only project character and is primarily pushed by central offices, roll-outs are missing in the area
  • Leaders qualified in lean methods across all levels are rarely found
  • Management systems for the continuous improvement of target deviation management as well as for structured problem solving, e.g. shop floor management, are often not fully developed
  • Indirect functions and support areas are usually "out of scope"
  • Target systems and improvement routines are strongly characterized by internal optimization instead of implementation of market and customer requirements
  • Uniform and above all global standards are primarily to be found with regard to technologies, less so at the process level
  • Fields of application for the use of digital technologies and the existing "data treasures" are often not defined, a digital roadmap is missing. In most cases there are various "proof of concepts", i.e. individual digital solutions that do not follow a consistent strategy and are not scalable.

However, these weaknesses are countered by demanding goals that have to be met via the operations functions:

  • High reaction speed via short throughput times and stable processes
  • Flexible and at the same time economical fulfilment of individual customer requirements with high quality standards
  • Permanent contribution to increasing EBIT and strengthening the competitive position
  • Capacity for horizontal and vertical networking and integration into global production networks

Lean Management Beratung

Consultants of ROI-EFESO accompany the introduction of Lean Production from the initial diagnosis to the sustainable and effective implementation based on a modular consulting approach that is effective both at the level of individual plants and in a global production network.

The focus is equally on three dimensions:

  • Development of a lean management system as a framework for content and methodology and implementation of a lean organization
  • Establishment of a lean culture (mindset & behavior) in combination with an excellent management system
  • Implementation of a performance management system for the continuous measurement of improvement success and lean maturity development

1: Diagnosis, benchmarking and determination of potential (current state)

The first step of a lean transformation program is a quick and structured diagnosis of the initial situation with the following methods and focal points:

  • Standardized and modular plant assessments in direct and indirect functions
  • Use of scanning tools to assess lean maturity and digital status quo
  • Assessment of management systems, lean qualification and change capabilities
  • Internal and external performance benchmarking
  • Differentiated and sound potential derivation

2: Establishment of top management attention

At the same time as the status quo is taken up in the plants, a key success factor for lean transformation is created - ensuring that lean is understood at management level and defining and anchoring the corresponding roles and responsibilities in the project and day-to-day business:

  • Lean and digital initial training for top management and first and second level executives
  • Visits to best-practice companies and exchange with their management
  • Development of the communication strategy
  • Definition of management systems, roles and responsibilities
  • Information events for the workforce with a commitment to the lean journey

3: Strategy alignment and target image (Vision and Target)

In order to implement a lean transformation program in line with the strategy and aligned with customer and market requirements, it is necessary to develop a lean vision and a target image as well as to create the content and methodological framework, e.g. in the form of a production system.

This is done in the following steps:

  • Workshops with the management to derive the goals, requirements and framework conditions from the corporate and production strategy
  • Management workshops to define target status and "transformation guidelines": Lean vision, binding lean principles and principles, combination of lean and digital, integration of indirect areas
  • Adoption of a lean organization: central and decentralized roles & responsibilities
  • Development or further development of production systems ("Lean and Digital", "Practical guide instead of theoretical work")
  • Roadmap for the introduction and detailed planning of the first transformation phase
  • Definition of a cascaded KPI and scan system for success measurement and maturity tracking

4: Piloting and start qualification in the field (Quick Impact)

As a first step towards implementation, we recommend the implementation of short improvement initiatives that make the basic logic of different lean and digital principles and their effects easily and quickly visible. This creates transparency, understanding and acceptance and is supplemented by accompanying qualification measures. The focus here is on training middle management and training lean experts and multipliers.

The individual modules in this project phase are exemplary:

  • Structurally independent short-term measures to sensitize the base (point-kaizen approach) and make visible the first changes: e.g. OEE improvement, workplace standards, inventory reduction
  • Lighthouse projects for streamlining processes and introducing lean concepts (process approach): e.g. cycle optimization, flow concepts, pull control
  • Digital pilots for first-time application of smart (IoT) technologies (system approach): e.g. predictive maintenance, digital Q control loops, smart logistics, smart tooling, real time performance tracking
  • Policy deployment from management to shop floor, e.g. through shop floor management pilots (physical and digital), development of KPI systems and decentralized problem-solving competence
  • Target group-specific qualification: lean and digital methods, transformation and leadership know-how, expert training and
  • Programs for training lean experts and multipliers according to the train-the-trainer approach
  • Building a collection of best practices
  • Planning the rollout (local to global)

5: Roll out and securing sustainability (Sustainable Results)

After the pilots have been carried out and the middle management and experts have been qualified, the basis for the comprehensive rollout within the plant network has been created. This is to be planned in line with the focal points from the production system and by which the anchoring of roles and responsibilities (project and line) is to be ensured.

  • Lessons learned from pilot projects and rollout to broader/ larger scopes (value stream approach, cross-functional projects)
  • Train-the-trainer concepts with increasing responsibility of internal resources
  • Establishment of the central and decentralized lean organization including integration and synchronization with the line organization
  • Anchoring of the improvement concepts in the departments and in the daily business
  • Development of training concepts for junior managers
  • Development of Ko

Realization of the lean factory

Numerous ROI-EFESO projects show that the consistent streamlining and standardization of processes and the targeted use of digital technologies and analytics tools based on them can unlock considerable potential for improving operating performance. ROI-EFESO does not rely on standardized approaches, but offers you tailor-made programs on the way to the Lean and Digital Factory.

Our experienced consultants, trainers from our Learning Campus and our Eco-System to leading technology providers support you on your way to operational excellence from a single source.

Case Studies

Case Study

The ROI-EFESO case study describes how a confectionery manufacturer is expanding its competitive position with a comprehensive digitalization initiative. With ROI-EFESO, it is expanding the successes already achieved by its WCOM (*World Class Operations Management) program in the direction of highly digitalized production.

Case Study

An international brewery group achieved significant OEE improvements in a WCOM pilot project with ROI-EFESO. ROI-EFESO's case study describes how this success was continued throughout the company's global value network, leading to improvements and savings.

Eine Fabrikhalle in der der ein Roboter die Arbeit verrichtet
Case Study

Special plant construction is a volatile project business with the smallest batch sizes, individual customer requirements and high complexity. Conflicting entrepreneurial goals of those involved make it difficult for companies to plan. In this complex market, ROI-EFESO developed a tailor-made factory of the future for a manufacturing company in order to increase the quality of the products, reduce costs and make projects more plannable.

Mann mit Klemmbrett in einer Fabrik kontrolliert die Fertigung
Case Study

Lean practice on the hall floor. With the ROI-EFESO lean training program, an industrial group improved its value-added processes at over ten locations. The program not only brought the different levels of knowledge of the managers in Lean Thinking down to a common denominator. With a multiplier approach, it also transferred the theory directly into work practice on the hall floor - from the first day of training.

ROI Case Studie - Lean Transformation
Case Study

In the lean production system of an automobile manufacturer, a premium model with a wide range of variants and vertical integration rolled off the assembly line. But then the new head of production set the goal of introducing two additional series on the same line within just five months. The company used this challenge to realign its production, increasing the volume of manufactured cars by 85%.

Detailaufnahme von der Fertigung eines Brillenglases mit Lichtspiegelung
Case Study

The Italian group Marcolin S.p.A. has been designing, manufacturing and selling sunglasses and optical lenses for well-known brands such as Tom Ford, Bally, Moncler, Sportmax and Ermenegildo Zegna for 60 years. In 2018, she sold more than 14 million pairs of glasses through 150 distributors in 125 countries. Optimal management of the fashion company's international supply chains and production processes is correspondingly important.

Prozesseffizienze Produktion von kosmetischen Produkten
@Adobe Stock / Wayhome Studio
Case Study

A manufacturer of cosmetics and personal care items responds quickly to customer requests. High product demand leads to production bottlenecks at a market leader in the personal care industry. Together with ROI-EFESO, the company implements a complete shop floor management system - and increases output by up to 30%, depending on the line, with measures such as increasing the filling system cycle.

Case Study

A fast-growing manufacturer of medical consumables can no longer meet the rapidly increasing demand and is threatened with the loss of market share. The company needs a solution to significantly increase output in a short time.

Case Study

In order to achieve the self-imposed goal of being climate-neutral by 2050, a manufacturer of basic chemicals has to put its entire business model to the test. ROI-EFESO supported the client with robust scenario planning to develop a sustainability roadmap that enables sustainable growth in a challenging industry environment.

Case Study

With hard targets for the entire operations area, a valve manufacturer is aligning a plant location for the future - and thus securing the site in Germany. Together with ROI-EFESO, the company restructures its manufacturing and logistics and achieves, among other things, an OEE of more than 85%.

Male employee in protective clothing at sustainable chemical company
Case Study

In order to achieve the self-imposed goal of being climate-neutral by 2050, a manufacturer of basic chemicals has to put its entire business model to the test. ROI-EFESO supported the client with robust scenario planning to develop a sustainability roadmap that enables sustainable growth in a challenging industry environment.