When operational efficiency is about engaging people first.

Fabrice joined a global pharmaceutical company which had had several failed attempts at deploying a LEAN transformation programme, despite hiring a leading consulting firm.  The company had been experiencing high levels of absenteeism and poor manufacturing performance and rightly decided to deploy LEAN to address these challenges.  One of the main reasons for these failed attempts however, was that the Unions had been working with employees to reject any sort of LEAN programme as they anticipated job losses as a result of its implementation.

Fabrice’s approach was to co-design a LEAN programme with the employees who had been opposed to it and involve the Unions.  The programme had a strong focus on the challenges faced by these employees on the shopfloor. This programme created the momentum for a successful LEAN transformation.  Employees were inspired and happy to contribute to the change and the Unions were satisfied that the company was working in the interests of its people.

Ownership and accountability for change is one of the major success factors in any LEAN transformation. The programme delivered over USD 20 M in cumulative revenue growth and cost reduction in less than 3 years.