An international family business active in dairy and tapas, which has grown strongly in recent years through acquisitions, faced the challenge of taking the next step in professionalization. With multiple production locations, six autonomous business units and a strong focus on integral chain management from farmer to consumer, the complexity in the supply chain and operation was rapidly increasing. The need arose to get a better grip on productivity, collaboration and performance management.
We started with a broad analysis, extracting key insights through data analysis, interviews, multi-moment shots and workshops. These were translated into an integrated view of productivity, including a headcount analysis and an OPEX maturity scan. On this basis, we sharply identified key productivity losses and root causes. Improvement initiatives were then identified and prioritized based on impact and feasibility, divided between short, medium and long term.
The result is a shared and substantiated insight into where value is lost and where the greatest opportunities for improvement lie, with broad support within the organization. Four concrete improvement programs have been worked out, including an implementation plan, with which impact can be managed directly. Follow-up was also strengthened by embedding in the operating plan, the introduction of gemba walks and an improved training and consultation structure. This not only gives the organization insight, but especially the tools to steer structurally on productivity and further professionalization of the operation.
