The company is involved in both primary production and the management of workplace cafeterias. Its operations are expanding into sustainable development as a developer and producer of organic and bio-based products.
The Green Lean development project was implemented as a team effort led by the Green Lean project manager. The goal was to balance work processes, improve logistics efficiency, and reduce costs in bio-based production.
Problems and Challenges
The annual cost due to disruptions in the logistics chain, fluctuations in purchase prices, and imbalances in processes was approximately 12 million euros.
Procurement and logistics did not coordinate purchasing needs and transport optimally.
Production processes were not synchronized with each other.
Planning and monitoring systems did not communicate effectively across different sectors (production – retail – restaurants) regarding needs, plans, and operations.
Over a 14-month project, all related operations were reviewed according to the DMAIC process. About 45% of the costs were eliminated during the project, and in follow-up projects, nearly the entire cost was removed. Numerous development and corrective actions were taken throughout the project.
Corrective and Development Actions
The methods used were evaluated, their accuracy and efficiency analyzed, and the entire operational control system was optimized for sales, production, distribution, and restaurant services.
Management methods were standardized across all functions, and supervisors were trained for effective operations.
The entire logistics chain, along with tools and methods used, was analyzed, and identified shortcomings were addressed.
Monitoring systems were analyzed, during which errors were identified and corrected.
All system users were trained to use the updated system, including problem-solving techniques.
Systems and monitoring methods were simplified, and areas of responsibility were clarified.
Continuous improvement workgroups were established in all units where they were previously lacking.
Return on Investment (R.O.I)
The project’s R.O.I. was approximately 7:1.
