Since April 2016, we have been working with a Measurement Institute on behalf of our client, Bouygues Energies and Services, to develop and lead a continuous improvement regime and culture within the facilities department. We have developed a ‘living and breathing’ plan that is maintained and enhanced on a continuous basis, driving the right behaviours and encouraging ‘out of the box’ innovation. Improvement initiatives range from improved recycling through to better management of gas cylinders.

Our greatest achievement to date, where we have been able to demonstrate a positive impact for the scientists, has been an overhaul of the logistics service. The measurement institute maintains a wide portfolio of internationally visible research programmes that advances measurement science and supports various cross-disciplinary technologies. The logistics service is an integral part of their operation, as they are sent instruments for calibration and research. They rely on the logistics service to successfully import, export and courier their packages.

Previously under another service provider, many packages were either getting lost or there were delays in the packages being delivered on time. The impact of delayed packages could often be scientifically catastrophic and costly, because many instruments were time-bound due to factors such as temperature or battery supply. Paperwork relating to the importing and exporting of goods was not being managed effectively which posed financial risks. The use of this service became time-consuming for scientists who had to spend hours trying to track down their packages, it impacted science, and it had the potential to dent reputation with their large customer base.

We were commissioned to undertake a Lean Six Sigma exercise on the logistics function so that the new service provider (Bouygues) could improve service delivery. We undertook a series of activities, including a Voice of the Customer (VOC) exercise and a time-and-motion study of the logistics process in action.

A number of improvement solutions were generated and prioritised following a full root-cause analysis. With the support of operational leadership from Bouygues, we were able to implement some quick wins and some longer-term solutions to demonstrate a significantly improved service.

Using Lean Six Sigma and Change Management techniques, we were able to realise and demonstrate numerous benefits including:

  • Improved process cycle-time by 80%
  • Improved staff engagement and retention
  • Reduction in lost parcels (down to zero)
  • Improved the rate of parcels delivered on time
  • Improved customer confidence

The General Manager at Bouygues was pleased with the benefits delivered:

“Continuous Improvement Projects were faced with several challenges when undertaking the Lean Six Sigma exercise on the logistics service, but overcame them well and produced valuable outputs that enabled a significant and demonstrable service improvement. The overall result was an improvement in staff engagement, end-user engagement, process efficiency and an overall improved service that aligned to the customer’s expectations.”

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