Performance of industrial operations

Solve the equation Quality - Cost - Time - Environment, from production to design office,
through logistics and purchasing

Citwell, accelerators of transformation

The main chapters of this page:

You problems

  • Improve technical capabilities
    • Increase the capacity to iso resources
    • Reduce delays to increase agility
    • Optimize the use of surfaces and means
    • Reduce the cost and uncertainty of non-quality
    • Manage resources in all sectors (Production, Quality, Logistics …)
    • Balance stocks, productivity and quality of service
  • Optimize your funds and improve profitability
    • Reduce the cost price
    • Limit investments (area/means)
    • Reduce the WCR
    • Gain market shares
    • Offer new services (short delivery times, personalization …)
  • Take care of human resources
    • Empower the operational and the managers
    • Inculcate the culture of performance
    • Make the best use of skills/talents
    • Give meaning to everyone’s work
    • Develop and sustain the know-how
    • Make the performance of the organization sustainable

Our convictions

Performance starts with mastery of fundamentals
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All our missions are based on a diagnosis, during which we analyze:
• Process time and logistics time , the basis of any flow and performance analysis
• The value-added flow steps to prioritize improvement actions
• Relevant indicators for an understanding of your driving abilities
Personnel are the engine of performance
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• management is key to maintaining the momentum of progress and the culture of performance. That's why we involve it from the first steps
• We work where value is created: in the field
• Change anticipates, evaluates, and is accompanied by a proven methodology
An efficient system is based on a clear management structure
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• Our diagnoses include a process analysis , including gaps between writing and real
• As soon as we set up drivers, we detail and adjust the new operating modes (process, indicators ...)
• During the deployment, we monitor and validate the pilots' self-sufficiency to sustain the gains
To achieve a global optimum, we must consider the end-to-end flow
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• Our pragmatic approach, based on the analysis of the sensitive points, is reinforced by benchmarks of the sector
• We bring attention to interfaces to ensure flow logic

Our solutions and know-how

  • Lean Manufacturing and Theory of Constraints

    Lean Manufacturing and Theory of Constraints

    Create a coherent cultural change at all levels of the company, to guide all energies and actions in a common direction.
    Our tools : Lean Manufacturing, Theory of Constraints, Total Productive Maintenance (TPM).

  • Flow Design

    Flow Design

    Structurally reduce load and losses from the design of production lines and warehouses.
    Our tools : Flow, dedicated cell, VSM, average product matrix, decoupling, packaging methods.

  • Performance planning

    Performance planning

    Optimize the use of technical and human resources, while maintaining the responsiveness and reliability of industrial, logistics and supplies.
    Our tools : MTO / MTS, PDP, production wheel, Kanban, DDMRP, dynamic batch sizes.

  • Control of times, ranges and technical data

    Control of times, ranges and technical data

    Define realistic standards on which to base teams, industrial resources, calculate costs, and really drive performance and improvement.
    Our tools : Standard handling, MTM2, chronos and video-pendulum, blocks of time.

  • Production Efficiency

    Production efficiency

    Increase production volumes to iso-resource, make the industrial tool more responsive and flexible.
    Our tools : Flow Control (Theory of Constraints), TRS, SMED, Line Balancing.

  • Operational management

    Operational management

    Achieve performance through the ability to utilise resources properly, acting on the right indicators, at the right time on the available levers.
    Our tools : Implementation of indicators, visual management and field animation, structure and piloting rituals, internal and external flows.

  • Quality Control

    Mastery of quality

    Reduce scrap, waste, alterations, litigation. Quality control is the bedrock of performance and a major source of gains in comparison to the impacts of non-quality.
    Our tools : Lean Six Sigma, operational quality control (QRQC), problem-solving tools (5M, root cause analysis, DMAIC).

  • Change management and sustainability

    Change management and sustainability

    Anchor new modes of operation by clarifying responsibilities and accompanying teams from understanding to autonomy.
    Our tools : Change Tectonics, RACI, Versatility Matrices, Autonomy Measure, GPEC.

Your gains

Account of Results
• Reduced logistics, production, distribution and non-quality costs (material purchase, retouching, litigation management)
• Decrease in missed sales
• Increased capacity to process more orders and open new markets
Treasury
• Inventory decline (Work in progress, finished products, materials and components)

• Increase in revenues: cash available for investment or early repayment of debts, days before invoicing, claims and billing
• Drop in days before billing and claims

assets
• Lower fixed logistics and production assets
• Decrease in liabilities: better net results and decrease in depreciation for obsolescence

Our references in performance of
industrial operations

Knorr Bremse

Bonna Sabla

A Raymond

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Nicolas Henry

Performance of Industrial Operations Expert

With 18 years of experience in consulting, both in France and abroad, Nicolas has led various missions, some of which focus on the implementation of industrial and logistics improvement plans: identification of the main levers (cost, working capital, level of service, time), design of operational performance plans, in the industrial and specialized distribution sectors.

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