Case 5 engl.

Case 5 engl.
Task Lead time improvement and reduction/elimination of waste in the distribution process
Sector Automotive supplier
Business sector Production
Number of employees Approx. 120
Implementation length 3 months

For the distribution process in question, the truck delivery is processed and finalised. Customers can go there to pick up their purchased truck, will receive one-on-one training if needed, and they can then drive their approved truck back to their location.

The task was to shine light on and improve all administrative processes with two requirements: first, the customer was to notice an improvement. Second, the internal processes were to be more efficient. All this was linked to the challenge of developing a new performance-driven management culture.

All relevant processes and all implemented media were examined along the entire value stream, and a target value stream was developed together with the management team. Systemic consultation elements such as coaching, a sounding board, core values, as well as dialogue and questioning techniques formed the basis of this project. The Hoshin Kanri process and shop floor management principles of lean management were used as the framework.

The project was carried out using the traditional project management phases (analysis, execution and implementation). For the first time ever, a very experienced psychologist provided support to the project. In preparation, she had acquired knowledge in lean management, and she introduced me, as the project manager, to the methodologies of systemic consultation and coaching. This combination led to sustainable results; the participants were diligently working on the topics of management, understanding of roles, their own behaviour and effect.

The objectives, reduction of lead time and internal workload, a noticeably improved customer experience and sustainable management culture, were achieved and exceeded. After the project, it was identified that the management, together with their employees, were able to autonomously further develop their approaches, behaviour and leadership approaches and to do so on a daily basis.