The annual cost due to disruptions in the logistics chain, fluctuations in purchase prices, and imbalances in processes was approximately 12 million euros.<\/p>\n\n\n\n
Procurement and logistics did not coordinate purchasing needs and transport optimally.<\/p>\n\n\n\n
Production processes were not synchronized with each other.<\/p>\n\n\n\n
Planning and monitoring systems did not communicate effectively across different sectors (production – retail – restaurants) regarding needs, plans, and operations.<\/p>\n\n\n\n
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.<\/p>\n\n\n\n
Corrective and Development Actions<\/strong><\/p>\n\n\n\n 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.<\/p>\n\n\n\n Management methods were standardized across all functions, and supervisors were trained for effective operations.<\/p>\n\n\n\n The entire logistics chain, along with tools and methods used, was analyzed, and identified shortcomings were addressed.<\/p>\n\n\n\n Monitoring systems were analyzed, during which errors were identified and corrected.<\/p>\n\n\n\n All system users were trained to use the updated system, including problem-solving techniques.<\/p>\n\n\n\n Systems and monitoring methods were simplified, and areas of responsibility were clarified.<\/p>\n\n\n\n Continuous improvement workgroups were established in all units where they were previously lacking.<\/p>\n\n\n\n Return on Investment (R.O.I)<\/strong><\/p>\n\n\n\n The project\u2019s R.O.I. was approximately 7:1.<\/p>\n\n\n\n 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 … <\/p>\n![\"\"](\"http:\/\/eglaglobal.net\/wp-content\/uploads\/2024\/11\/Ruokala-1024x724.jpg\")
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