Core process efficiency and accountability were critical for cashflow and cost control

Fabrice was hired by a Biotech company, (a spin off from a multi–billion pharmaceutical company), to launch a LEAN and Business Process Management programme in order to remove waste from its operations and standardise and improve its core processes.

Since its formation, the company had not yet been profitable and still required the financial support of its parent company.

The company was operating in a USD 8 billion market with some fierce competitors, it had limited time left to demonstrate success.

As the Executive Director of Operational Excellence, Fabrice set up the OPEX and Business Process Management teams, trained the Management team and defined the scope and ambition for the Lean transformation with them.  Within 18 months, the programme he implemented had defined the company business process framework as well as the data governance for their efficient and effective management.  This enabled the identification and resolution of critical operational issues such as; accounts payable and receivable late and inaccurate payments;  disrupted supplies of raw materials and services to the company.

Within 18 months, USD 25 million in cash had been recovered and saved whilst relationships with suppliers had improved through respecting payment terms and therefore eliminating the risk of disruption to supply.

Successful Operational Excellence programmes should focus on cross-functional processes. Unfortunately, many businesses implement programmes along departmental lines and whilst this helps to improve processes within the scope of the departments, it does not address issues which deliver critical value for customers.  The end-to-end value stream or process approach is more likely to deliver substantial benefits to the company.