Why is it important?

FMCG customers are demanding higher quality goods, shorter reaction times at lower prices. Being flexible to absorb the shifts in demand at a constant quality, unit cost and lead time, help companies stay ahead of their competitors. Supply Chain Readiness, Operational Excellence and New Product Introduction are more critical than ever for FMCG.

Our experience

Lean Coaching have worked with most major companies in the FMCG sector in the last 15 years, achieving substantial and sustainable improvements. Our scope of projects range from increasing Productivity, setting up TPM systems to doing green-field collaborations and implementing operating systems (process and capabilities) from the start of a site.

our results

We have consistenly managed a positive ROI on our Transformation (12+ months) projects, whilst embedding the processes and skills to ensure Sustainability and continued improvements.
We base our joint targets on your success criteria

- 0 %
lost time accidents
0 x
+ 0 %
equipment reliability
+ 0 %
new products delivered on time
- 0 %
short stops
+ 0 %
employee engagement in suggestion program

Main workstreams

Based on a Diagnostic of the business challenges and Current State of operations, we develop a tailored Future State with detailed Implementation Plan, measurable objectives (KPIs), typically including some or all of the below Workstreams

Strategy and Production system design

Developing a vision, strategy and measurable plan (Hoshin Kanri) that can be deployed across the organization. Designing and tailoring industry/ company specific Production or Operating Systems, covering all direct and indirect functions.

Supplier management and development

Complete span of support of suppliers, from selection, through to strategic development to 'partnerships'. Also Supplier Interventions, if impacting (QCD) production or Cost Reduction, optimizing process and costings, leveraging continuous improvement and other lean tools.

Lean Organization

Building an effective organisational span of control, roles and responsibilities and processes, as a foundation for a culture of continuous improvement and problem solving that is maintained at all levels.

Performance/Shopfloor Management

Visual management and cascade of key performance indicators (KPIs) and SMART Targets. Shopfloor Management; effectively prioritizing issues, early intervention (containment), effective problem solving of recuring issues and process confirmation to prevent reaccurance.

Focused Improvement projects

Applying methods and tools in a step change improvement in performance in given area or process, to show impact and/or have initial quick-wins.

Lean Digitalization

Digital diagnostics of IT/OT, identify digital waste and potential digital value added Create Future and Ideal States with digital VSM, Systems architecture maps, Entity Relationship Diagrams to mesh/mock up simulations to tailored plan.

Leadership Development

Coaching and capability development based Standard work for leaders including process confirmation, go look see, planning and escalation, coaching and problem solving, creating high performing teams.

Change Agent Development

Set up training and development of a critical mass of Internal specialists, experts and coaches to replace external support and drive and sustain implementation of company Operating/lean System.

New Product Introduction (NPI)

Development of processes and capabilities to launch products or services on quality, cost and delivery targets and building in lessons learnt, built into next iteration (Keshikomi).

Case Studies

Check out case studies from our FMCG clients!

Largest Brewing

Safety culture development for one of the largest brewing businesses world-wide.

Processed Food

The oldest Mexican Company in the market for processed food (>15 production factories in Mexico and the US)

Leader in Food & Beverage

One of the leaders in food and beverage production world-wide.