High skills, low achievement
The company, a multinational construction company with a worldwide presence and more than 100 production facilities, had a paradox common to many complex industrial entities. Despite a workforce full of graduates and technical experts, improvement projects were rare and poorly followed, and performance indicators had disappointing and fluctuating trends. Moreover, in cases of successful actions, after a few months, as the initial momentum wore off, the effects of the actions tended to diminish until they returned to the baseline situation. The average OEE of the plants was around 50 percent.
The Process Kaizen Leader Approach
ŌdeXa proposed the implementation of the Process Kaizen Leader (PKL) program, a consultancy that overcomes the limitations of traditional training by integrating learning directly into business-critical operational projects. The innovation lies in the fact that participants do not study theoretical cases or simulations, but are paired with specialized consultants and work on real business challenges, with measurable goals and defined budgets.
The selection of about 30 participants from the Production, Quality, Maintenance, Logistics and Safety functions was an important moment for success:
- about 10 young engineers or science graduates with 2-5 years of experience
- 10 heads of the most critical areas
- 10 specialists from the different functional areas
A specific project was identified for each with an estimated savings potential of 20 to 40k€/year. This direct correlation between training and economic impact represented a paradigm shift from traditional corporate courses.
The methodology in action: 5 modules of 12 weeks of transformation
The program consists of 5 modules, each lasting 12 weeks.
Each module consisted of one week of training with presentation of methods and practical field exercises that covered advanced methodologies of:
- problem solving
- process optimization through Industrial Engineering techniques
- reduction of nonconformities and waste
- reduction of breakdowns and minor downtime
- optimization of lead time and inventory
From day one, each theoretical concept was immediately dropped into business reality through field exercises.
By the fifth day of the training, each participant had defined his or her Project Charter, the document that defines objectives, support team, methodologies to be applied and metrics of success. This approach allowed them to move quickly from theory to action, always keeping the focus on expected results.
Over the next 12 weeks, participants devoted about 30 percent of their working time to project implementation, constantly supported by ŌdeXa consultants through technical shadowing sessions, coaching and two formal interim audits. This constant but non-invasive presence ensured that the projects proceeded according to the defined roadmap, intervening promptly when obstacles or deviations emerged.
Tangible and measurable results
The implemented projects generated extraordinary improvements:
- reduced set-up times by 30% freeing up production capacity used to increase volumes
- reduced rejects and nonconformities by 40%, directly impacting both costs and the level of service to the end customer
- reduced unplanned downtime by 50%, drastically improving production reliability and the ability to meet delivery dates
- increased OEE from 50 to 57%, translating into a greater ability to respond to market demand without investing in new equipment
- reduced inventories by 15%, freeing up working capital and warehouse space
In total, the 42 projects in the 4 modules under the program generated:
- a savings of 1.2 M€/year
- a program payback of 1.5 months
The initial investment was recouped in a few months by the completion of the first group of 12 projects, demonstrating how shadowing directly linked to operational projects becomes a high return investment rather than a cost.
The organizational impact
The direct economic benefits tell only part of the story. The company ended up with 30 internal Process Kaizen Leaders, trained and already operational, able to independently lead future improvement projects. Each completed project was documented in detail, creating a corporate knowledge base of 42 internal case studies, replicable and adaptable to other areas or plants.
The motivation of technical talent increased significantly.
PKL participants found in the company those challenges and opportunities for growth that were previously lacking. The final presentation of results before the Board and top management gave them visibility and recognition, fostering professional growth and career paths that under normal conditions would have taken a long time.
The corporate culture itself has changed: continuous improvement has become part of best practices and is no longer seen as an additional activity but rather as an integral part of daily work. Process Kaizen Leaders have become focal points in their departments, catalysts for change that naturally propagates through the organization.
The sustainability of change: the monthly management meeting
Also crucial has been the focus on the sustainability of results. Each improvement implemented has been equipped with continuous monitoring systems and a monthly review by management. In the event of deterioration in the results achieved, the team is reopened, the causes of the deterioration analyzed and the necessary countermeasures applied to ensure the defined standard. The Process Kaizen Leader remains the process owner, ensuring that the benefits are not exhausted a few months after the project ends.
Particularly significant is that some participants in the first PKL edition were promoted to roles of greater responsibility and continue to independently apply the methodologies learned and spread the knowledge.
This shows how the program not only generates immediate economic value but also builds the technical leadership of the future, the true value of any organization.
Global competitiveness requires not only technical excellence skills, but the ability to systematically transform them into value. The Process Kaizen Leader is the answer to this challenge.”
Federico Barbic – Partner ŌdeXa
