Why a transformation process? Looking forward and aiming at creating long-term value requires companies to build resilience to cope with and adapt to all the challenges the business environment involves, internally and externally.
DetailsBusiness transformation, starting from the current situation analysis, the definition of the business purpose, mission, and values, the identification of the strategic directions to follow and specific objectives to meet, the ordering and cascading of the activities required for medium—and long-term improvement, the implementation plan, and the monitoring of the KPIs needed for the development of a sustainable system.
DetailsDevelopment of a culture of sustainable and continuous improvement within the organization through the application of methods and principles of Lean Management / ESG and Six Sigma adopted at the needs of the Client (products, processes, performance, people, environment and governance).
DetailsEven if you have already a defined strategy with clear objectives on short, medium and long term, it is possible to cope with certain difficulties in the implementation process.
DetailsWhen you appoint new managers or involve more experienced managers in new projects related to operational excellence and strategy implementation you might need to support them with some guidance.
DetailsWe know that a sustainable business relies on a trustworthy relationship between clients and suppliers, and trust cand be built based on meeting certain performance standards.
DetailsUnderstanding the planning method of activities that lead to achievement of strategic objectives by cascading them at department levels, defining qualitative and quantitative performance indicators and tracking planned implementations.
DetailsThe empowerment of local teams to visualize the current value stream. Common understanding of improvement potentials within the organization, identification of bottlenecks within value streams in both informational and material flow, recognition of transformation needs. Prioritization of improvement activities.
DetailsImplementation of a standard working way for daily tracking and improvement of key performance indicators to achieve strategic objectives. Understanding deviations, problem solving techniques to find the best solutions.
DetailsImprovement of changeover process steps to support the material flow, to reduce inventories between production processes, to decrease lot size in order to secure flexibility and equipment effectiveness. The SMED (Single Minute Exchange of Die) Method describes the steps required to reduce changeover time.
DetailsWaste reduction / elimination on each workstation is the basic approach of continuous improvement, both in the informational flow and material flow. Quality, productivity, ergonomics, employee safety are just a few performance indicators that will improve after implementing 5S and defining standard work.
DetailsThe increasement of equipment effectiveness by downtimes reduction caused by electrical or mechanical problems, changeovers, waiting times, etc. TPM (Total Productive Maintenance) is NOT exclusively for maintenance teams, as the name of the method name seems to suggest. The involvement of all factors (equipment operators, maintenance, leadership, technology) can decisively contribute to the increasement of equipment effectiveness and thus productivity.
DetailsUnderstanding the Lean Management approach, a business methodology focused on waste reduction within the value stream to produce value for the customer by improving quality, reducing costs and increasing delivery reliability. Find out if your organization is prepared to introduce a continuous improvement philosophy, a Lean culture that can lead to higher effectiveness, efficiency and competitiveness.
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