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Energy

Case Study 3 - World leader in gas

  • Site productivity low adversely affecting gross margin

  • Multiple sites across northern Europe at risk 

  • ​Strategic need for a problem solving culture to be embedded

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Value Stream Transformations

Multiple sites across norther Europe cluster were underperforming to target which was increasing the risk of workforce redundancies and/or site closures. 

 

Corporate strategy triggered a need for culture change to root cause problem solving through collaborative work rather than short term solution fix.

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Local leadership were coached and at the heart of the programme, leading value stream design, significantly improving every KPI at their sites.

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All areas of the business involved from order to cash including Customer services, with >90% of workforce taking part in lean thinking improvement events.​

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Breakthrough methods established as standard with high pace collaboration to deliver measurable improvements in a week and visual management in place for ongoing daily improvement.

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The success led to this approach being rolled out globally with 40,000 employees collaborating for improvement.​​

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Get in touch for more examples of improvement work in the energy sector.

Benefits*

* Metrics shown are from just a single site

"James was instrumental in pushing forward our Lean programme across the business. James is genuinely passionate about improvement and - most importantly - is really effective in translating that knowledge and passion into effective results"

Iain Pendry, Chief of Manufacturing at Rolls Royce Engine Controls

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