Operational Excellence closest to the field of operation
Our Operational Excellence practice is to implement tools and methods at a very operational level in order to achieve the highest level of performance.
We are convinced that this should not be done at the expense of people’s development as this is the sole guarantee that achieved results will be maintained over time.
Our interventions use proven or innovative methods of analysis and animation such as the Theory of Constraints, Lean6Sigma, Continuous Improvement tools or Management by process.
In order to meet your customers’ expectations, you aim at continuously improving your performance in terms of Security, Quality, Leadtime and Cost. This can be done through a global performance improvement program or by solving specific operational problems related to productivity or non-quality. This often requires improving your daily management system, skills development or team mobilisation.
To help you achieve this, Optim Ressources can provide your with a team of operational excellence experts and their specific set of tools and methods.
Some examples :
> Therory of Constraints to work on the global efficiency in a systemic approach;
> Lean tools to improve productivity and flow;
> Daily management techniques : indicators, animation standards, visual management, proxi-management, …
Design, improve or roll-out the Quality framework of your organisation contributing to its Performance strategy
> Definition of performance criteria, formalization of best practises, optimization of the key processes, design of evaluation, audit and management systems.
> Diagnostic and recommendation regarding the best suited approach (standard referential or personalized set-up)
Engage the teams towards a global customer and performance culture
> Mobilisation action plan to engage employees. We design client satisfaction surveys and support the related action plans.
Achieve and maintain certified status
> ISO 9001, ISO 14001, etc.; Build project process, design dashboards, train auditors and process leaders, audit.
Gain in flexibility through a demand driven supply chain
> Opportunity study based on the DDMRP approach aiming at removing organizational silos
> Design and implementation of a demand driven supply helping to reduce disruptions, better pilot stocks and improve customer service
> Change management to facilitate buy-in of the “agile” model by the teams
Improve the performance of your operational, physical and administrative supply flows
> Optimization of the performance at 3 levels : increase your customer service rate and/or volumes produced; reduce overloads in a logistics site; reduce legal disputes and order handling time
> Assignments carried out using continuous improvement tools
Support the transformation of your supply chain organization
> Shared diagnostic using the Logical Thinking Processes from the Theory of Constraints (TOC)
> Strategic roadmap and implementation steps and actions
> Targeted improvement of a specific topic : sales forecast, planning, S&OP, procurement, customer service, operational logistics, transport
Industries already underwent 3 revolutions: 1. Mechanization, 2. Electrification, 3. Automation and robotics. Today it is going through its 4th evolution : digitalization.
Factories in the future will be more agile and flexible, less costly and more respectful of its workers and the environment thanks to a high level of automation and a digital integration of the entire production chain.
Industry 4.0 covers many fields: innovative production processes, Product Lifecycle Management (PLM), artificial intelligence, augmented reality, virtual reality, digital twin, green factory / energetic performance, operational intelligence / supervision (Big Data)
The industry of the future will generate technological, organizational and social transformations. The major risk being to solely promote “technology centred” projects without anticipating the associated impacts on the management and the organization of these industries’ men and women.
Quoting Davy Azam (Changestorming), the solution will be to “develop a learning organization” : put the teams at the centre of the thinking process, consider them as privileged partners in gaining a competitive edge, as key actors of operational efficiency.