The plant has faced many challenges in the last 3 years: change of management, acquisition by another company, strong growth. Its costs have increased while its customer service level has decreased.
The plant management decided to hire a consultant to define and implement a plan to accelerate its improvement.
The first step consisted of a diagnosis of the operational performance of the site and the definition of the improvement plan. We present here the part of the diagnosis that was carried out using the Wevalgo platform.
Main results of the diagnosis
Average managerial practices and the Supply Chain as a weak point
The "systemic" and transversal nature of the problem was confirmed by the weak assessments on governance points: the site's performance management system (indicators and dashboards, performance review meetings, decisions and action plans), roles and responsibilities, and operation at the interfaces between plant departments.
Ignorance of the key factors of production performance...little accepted by managers
Another important point has been identified. Key factors of production performance (bottlenecks, important settings...) were not well mastered. Above all, thanks to a finer analysis made possible by the Wevalgo platform, it was possible to show that there was an underestimation of this problem by those responsible. This was not favourable to improvement. In fact, we see on the graph a significant difference in the evaluation of this parameter between the production managers and the others.
This made it possible to analyse this point in greater depth, to show the managers that there was a problem to be solved here and to set up a more consequent change management system.
Following the diagnosis, the plant's management decided to launch a project to implement a nine-month transformation plan, which was validated by the company's management, and supported by the consultants in charge of the diagnosis.
Both Wevalgo's evaluation models were used by the consultant responsible for the diagnosis. To prepare his face-to-face interviews with the steering committee with the scoping questionnaire. And to diagnose the management system because it was detected as an area for improvement and therefore to be investigated.
He himself personalised the questionnaires: choice of participants (a selection of the main site managers, addition of an introduction to the participants' home page, desired areas of analysis,) and use of his own logo.
He invited the participants to log in and answer the evaluations. He was able to follow the progress of the responses in real time and see the results and multiple analyses on the Wevalgo site before his interviews.
The use of Wevalgo was completely transparent to the clients. All they had to do was answer the questions on our intuitive web interface, which had the consultant's logo on it.
It should be noted that in this case, the consultant was a freelancer hired by a consulting firm responsible for this client in order to carry out this diagnosis.