CASE STUDIES
DARE TO CHANGE

Implementation of an industrial planning system
The Master & Production Schedule system had a very low level of maturity, leading the organization working mainly on a reactive mode instead of anticipation and mitigation mode.
Definition & set up of a whole Master Production Schedule system
The Master & Production Schedule system had a very low level of maturity, leading the organization working mainly on a reactive mode instead of anticipation and mitigation mode.
Approach
> Diagnosis of planning team organization, processes and tools at each level of the planning organization (strategic plan, tactical plan, daily production plan)
˃ Definition & set up of a comprehensive Master & Production Schedule system involving all functions along the value chain (governance, processes, KPI set, operational meetings and reviews).
> Development and deployment of a planning tool at station level to monitor and anticipate workload / capacity balance
Results
> Improvement of workload / capacity balance by 15%
> Production performance in line with the recovery plan – No further postponement
> Risks anticipated and development of an anticipation mindset

Transformation program of a component supplier indutrial plant
A key production site of a major equipment manufacturer was facing a severe production crisis (4 months of delay at the start of serial production) : poor program management, poor industrialisation robustness, poor production process capability, lack of performance monitoring system, lack of supply chain & procurement strategy (100% of single source suppliers, lack of rate readiness assessment)…
TRANSFORMATION PROGRAM OF A COMPONENT SUPPLIER INDUTRIAL PLANT
A key production site of a major equipment manufacturer was facing a severe production crisis (4 months of delay at the start of serial production) : poor program management, poor industrialisation robustness, poor production process capability, lack of performance monitoring system, lack of supply chain & procurement strategy (100% of single source suppliers, lack of rate readiness assessment)…
Approach
> Set up of a strong management team on shop floor with KPIs and performance monitoring tools to contain the crisis in the short term
> Definition and implementation of a recovery plan by reviewing key operational organizations and processes around 4 streams
1.Configuration management : definition and set up of a change introduction process
2.Supply chain monitoring : creation of a supplier monitoring plateau, definition of a robust management system of raw materials ordering, support of critical suppliers
3.Production management : implementation of performance monitoring system, review of the entire performance monitoring system, review of the lay out, creation of rework cells,…
4.Quality : Implementation of quality wall and feedback loops
Results
> Production rate multiplied by 3 in 8 months
> Reduction by 37% of the production lead-time of kits
> Reduction by 68% of the lead time due to non-quality

Steering reorganisation / of the value chain management
In the context of a strong growth of its activity and a growing complexity of the supply of its precious stones, the customer wanted to clarify the governance and to define a new organization to secure and optimize the value chain of the precious stone.
STEERING REORGANISATION / OF THE VALUE CHAIN MANAGEMENT
In the context of a strong growth of its activity and a growing complexity of the supply of its precious stones, the customer chose Maexinvent to clarify the governance and to define a new organization to secure and optimize the value chain of the precious stone.
Approach
We proceeded in 3 steps:
1. An inventory carried out by accompanying 3 projects of new collections representative of the complexity of the chain
> To make teams work differently to understand the difficulties of internal and external actors
> “Map” the value chain associated with the project
2. Organization Target Design:
> Formulation and clarification of the key principles (stemming partly from the areas of improvement and strategic objectives)
> Redesign and simplification of precious stones segmentation at the crossroads of product and market specificities
> Risks anticipated and development of an anticipation mindset
> Declination on each process of the roles and responsibilities and zoom on the hard points
> Definition of governance rituals
> Allocation of the nominative organization (organization charts, mobilities / recruitments, need for support)
3. Changeover to the target
> Focus of the main actors on a list of priorities with a project approach
> Support priority projects and ramping up of new roles and new resources
Results
The new organization has made it possible to:
> Secure sourcing by strengthening the purchasing team in its role and skills
> Develop a high level of skills

5 years investment and strategic plan
5 YEARS INVESTMENT AND STRATEGIC PLAN
An actor of the defense sector, European leader on its market, reflects upon investments opportunities in its industrial tool and the increase of its production capacity
Approach
> Market and strategic positioning analysis : Review of demand predictions, competition and customer positioning analysis, interviews with a panel of experts and players of the sector.
˃ Identification of strategic options : characterization of opportunities, analyze of the capacities and constraints of the client, validation of options
> Creation of the strategic plan, prioritization and creation of the strategic roadmap taking into account the planning of upcoming investments with associated ROI
Results
3 drivers of growth were identified, described and prioritized with a detailed implementation plan :
> Increase of the production capacity on segments with high-growth potential and low competition (from 25% to 100% depending on segments)
> Improvement of manufacturing process and reduction of the cost structure on 2 segments of products considered as core businesses, to improve their profitability (+10% to 20%)
> Commercial investments in foreign competitive markets with big opportunities

Transformation program of a component supplier indutrial plant
A major program in development phase had to face a triple challenge related to technological breakthroughs, volume levels to be reached in serial production phase and the speed of the ramp-up. The management wanted to secure industrialization and the ramp-up phase at the level of its external supply chain
TRANSFORMATION PROGRAM OF A COMPONENT SUPPLIER INDUTRIAL PLANT
A major program in development phase had to face a triple challenge related to technological breakthroughs, volume levels to be reached in serial production phase and the speed of the ramp-up. The management wanted to secure industrialization and the ramp-up phase at the level of its external supply chain
Approach
> Framing and design of the security device (mission, organization, process, …)
> Operational measures (governance, management, detailed methodology, …) and pilot deployment with 2 suppliers
> Deployment, team recruitment, integration and training
Resulats
> Implemented organization including governance, processes and tools
> 10 FTEs recruited and trained for a target at 60 at a full development
> 15 suppliers covered for a target of 160 (in line with the ramp-up plan)

Industry 4.0 – Digital Plant of the Future
A European leader of paint production suffers from a lack of operational and efficient standards and lack of central governance. The objective is to improve Return on Sales by 50% within 2 years through a digital transformation plan aiming at improving productivity and efficiency.
INDUSTRY 4.0 – DIGITAL PLANT OF THE FUTURE
A European leader of paint production suffers from a lack of operational and efficient standards and lack of central governance. The objective is to improve Return on Sales by 50% within 2 years through a digital transformation plan aiming at improving productivity and efficiency.
Approach
> Assessment of the digital maturity of 75% of the production sites with tailor made methodology and tool allowing collection and analysis of a huge number of data
> Ideation phase: identification of ~100 digital levers, then prioritization and selection of 17 levers with support of finance to quantity gains or savings per site.
> Assessment of plant capabilities to transform and drive the changes
In parallel: design of the Plant of the future with its system architecture to drive investments per site
>
Definition of the detail implementation road maps
Results
> Detail description and qualification of 17 digital levers for a gain of €~90m%
> Detail design of the plant of the future
> Detail roadmap to factory 4.0

Production system improvement and reliability of a 4000 people industrial plant
A major production site (~4000 FTEs) of an OEM was facing its 2nd recovery plan in a row to meet its production targets in a context of a ramp up
Maexinvent was hired to set the basis for a robust and sustainable production system to secure continuous ramp up of the program and avoid an additional costly recovery plans.
PRODUCTION SYSTEM IMPROVEMENT AND RELIABILITY OF A 4000 PEOPLE INDUSTRIAL PLANT
A major production site (~4000 FTEs) of an OEM was facing its 2nd recovery plan in a row to meet its production targets in a context of a ramp up.
Maexinvent was hired to set the basis for a robust and sustainable production system to secure continuous ramp up of the program and avoid an additional costly recovery plans.
Approach
> Assessment of operations and management systems as well as mindset and behaviours of all functions from engineering, to planning, to quality, to production
> Co-definition with the client teams of a comprehensive “production oriented” solution build around 4 main streams :
1.Production : re-empowerment of production teams on their activity through creation of multifunctional teams ; review of industrial set up of the hangars ; definition of a robust outstanding work management system
2.Planning : strengthening of Master Production Schedule system to cope with reality and ensure alignment of suppliers
3.Supply chain & Logistics : improvement of incoming quality, re-definition (organization & processes) of logistics organization in hangars
4.Quality : redefinition of quality organization to reduce NC management and concessions lead-time and improve quality check on shop-floor
> Implementation of solutions by immersing our teams in operational teams, taking part to operational meetings and supporting decision making at site level
Results
> End of backlog creation – No need of a recovery plan to fulfil production target by end of the year
> Reduction of volume of outstanding work by 25%
> Final quality gate improved durably by + 40 pts

Industrial strategy to increase production capacity
A luxury house leader in its market had its internal and external capacities saturated. The company wanted to identify all the required capacity levers in terms of external needs and define an industrial strategy for profitable growth.
INDUSTRIAL STRATEGY TO INCREASE PRODUCTION CAPACITY
A luxury house leader in its market had its internal and external capacities saturated. The company wanted to identify all the required capacity levers in terms of external needs and define an industrial strategy for profitable growth.
Approach
> Framing and putting into perspective of the capacity needs, types of subcontracting and level of flexibility required
> qualification of the Clusters by country / zone:
> Country analysis (multicriteria analysis: accessibility, capacity potential, social, qualification, …)
> Cluster analysis (attractiveness measure)
> Qualification of a short list of suppliers (assessment sheet, sub-contractor performance regarding 9 criteria: management, finance, quality, logistics, production, cost / competitiveness, know-how, safety-security, responsibility)
> In-depth assessment of the target workshops (operational due diligence of a workshop) in order to build an industrial scheme
> Setting up an industrial platform to develop and upgrade a new subcontracting network:
Results
> Evolution plan of the industrial and logistic tool at 3-5 years
> Securing the capacity & growth need of the two most critical years