Operations
Background
The client is a global logistics company focused on transporting and storing chemicals and other liquids. The company operates through three large business units that initially functioned as separate companies, but later became part of the same group. After this, the business units still operated largely independently of each other. This led to inefficiencies such as:
- Customers were served separately by different units.
- Lack of cooperation and synergy between the units.
- Delays and inconsistencies in processes.
The new CEO, who started in the summer of 2023, set the goal of more cooperation between the units. Boer & Croon was brought in to use an Operational Excellence approach to facilitate this transformation.
The approach
To assess the situation, we started with an Operational Excellence Quickscan. Over three weeks, the managers of the three business units looked at strategy, processes, tooling, customer focus, people focus and reporting. The quick scan was used to test maturity. This was followed by workshops with discussions on what each business unit valued about itself and others. By analysing each Operational Excellence principle, we could see where there were development points. It also gave insight into where the business units were already well developed and what could be adopted as best practices by the other business units. This triggered good discussions among all business units, so valuable lessons were shared.
For example, one industry had established a continuous improvement academy to help companies set up and successfully execute their projects with as little waste as possible. In contrast, the other companies scored lower on this and sought solutions. We worked together to implement this best practice company-wide, taking the entire organisation to the next level.
Similarly, we worked together to standardise processes and systems, standardise the customer approach and process lead times.
Results
As a result of the more uniform processes, economies of scale occurred. A continuous improvement process was also set up, and the business units met periodically to implement further improvements. Finally, a culture change took place, manifested in more harmony and cooperation between the business units, leading to a more professional and efficient way of working.
