Organisation Transformation
Assistance in increasing the production capacity of a site, Revitalisation of a site through the development of value-adding activities, Implementation of an efficient structure to meet the needs of the client

Nuclear Industry Company, 500 staff members
Assistance in increasing the production capacity of the site
(40% over 3 years)

• Audit of the overall industrial organisation: production, maintenance, logistics and projects
• Definition of the targeted structure and management system
• Re-engineering the production steering system
• Re-designing maintenance sub-contracting policies and contracts
• Change Management through implementing TPM sites and visual management

Results:

Approximately 20% increase in volume, while respecting social concerns

Increased control of equipment performance and within the factory’s steering system 

 

Agri-Food Industry Group, 5 sites, 4,000 staff members
Revitalisation of the site through the development of value-adding activities, placement of business and industrial tool online

• Reorganisation of industrial activities and associated interfaces and implementation of Business Units
• Designing and managing a savings plan based on a participative approach, incorporating 80 pre-determined sites
• Implementation of a management plan and an operations management system, which include all levels, from the management committee to middle management
• Implementation of continuous progress tools as a means of support and in order to consolidate the changes
• Redeployment of maintenance processes, incorporating this activity within production
• Outsourcing non-strategic technical activities

Results:

Revitalisation dynamic set in motion

Client focused on the added value

Savings of € 4,000,000

 

Social Housing Organisation
Implementation of an efficient structure to meet the needs of the client

• Reorganisation of the perimeters of responsibility of operational tasks (construction/maintenance/rental management) within client management and development
• Shared operational task objectives and creation of the balanced scorecard
• Defining common goals and sharing the responsibilities and performance objectives for support tasks (HR, Accounting, Finance, Management Control, Legal, Audit, IT, Marketing)
• Implementation of a progress management plan for each task
• Assistance in implementing a new information system

Results:

Over 50% increase in the number of rental units made available

Territories organised according to municipality (EPCI)

Shared service centres regrouping all support tasks

Objectified service agreements (client contracts/internal suppliers)