Our client designs, manufactures and distributes professional coffee machines.
A continuous improvement process was started to redefine the specifications and costs of the assemblies, subsets and components designed, purchased and produced. Initially, the project failed to achieve its goals – reducing complexity and lowering procurement and manufacturing costs – to the extent expected.
Syngroup participated as an observer in a continuous improvement meeting to identify and highlight weaknesses that made the initiative excessively viscous. Among these were highlighted:
The assessment phase concentrated efforts on defining the targets by exploiting the knowledge and skills of the main suppliers in the first place. They have been able to propose simpler and cheaper technical and supply solutions. Secondly, the efforts were concentrated on the company functions that most “suffer” from the design choices and the “impositions” of sales.
The evidences that emerged allowed the construction of synoptic tables characterized by the intervention, the saving potential, the level of difficulty in achieving them and the expected times of internalization of the benefit.
The tables, reworked into a presentation document, and enriched by the proposals for organizational changes, were exposed to the Management Committee which approved the change of gear of the continuous improvement initiative.