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Efficiency & Performance Management

In general, our clients are committed to mobilizing their resources, organization, talents & skills to achieve set goals.

The subject is of course complex and covers several dimensions on which we accompany our customers:

  • How to define and articulate coherent objectives between the different stakeholders: Management vs. operational resources, project teams vs. business teams, strategic horizon vs. tactical.
  • How to measure performance in a balanced and reliable but simple way  (safety, quality, customer satisfaction, employee engagement, deadlines, productivity, costs, …).
  • How to make the right decisions, at the right time, at the right level, and for the right need.
  • How to measure and prove the effectiveness and impact of improvement actions or projects
  • How to initiate improvement actions, encourage problem solving  and develop operational excellence.

CYLAD has chosen to consolidate its Efficiency and Performance Management expertise through 3 offers, addressing a wide range of operational challenges clients may encounter:

  1. Visual Performance Management
  2. Performance Monitoring System
  3. Performance Impact Tracking

 

A structured Performance Management approach enables a company to:

  • communicate on targets and ensure the availability of necessary means to reach these targets at all levels;
  • foster pro-activity and emphasize what is done with sizeable impacts;
  • connect strategic views to short term objectives & actions to lead.

Client feedback

“CYLAD analyses showed a completely different way to look at the topic.”

CTO of a leading Metal parts Supplier

CLIENT CASES

Implementation of VPM (Visual Performance Management) on a Technical & Preparation platform in the aerospace industry

Design and implementation of a planning dashboard, workload model, and management routines to ease decision-making & reduce staff costs for a ground handler

Joint Improvement program between OEM and Risk Sharing Partner

Deployment of agile steering methods for new product development activities

CONTEXT

  • Need to improve on-time delivery and team efficiency on technical preparation platform for series aircraft programs (~10 teams)​
  • Implementation of the VPM as an operational steering tool

 

PROJECT APPROACH

  • Coaching of team leaders focusing on planning of weekly activities, on problem solving and performance analysis​
  • Documentation of “VPM Handbook” (VPM principles, meetings cascade, checklists) for an autonomous deployment on other teams

 

RESULTS / FINDINGS

  • Performance increase: +14% OTD (on-time delivery), +30% average productivity by team
  • Management actively involved in problem-solving with an average of 3 issues solved on a weekly basis
  • Improvement of interfaces between technical preparation teams and other departments i.e., tools, engineering, production)

CONTEXT

  • Airport station of a major ground handler faced difficulties to stabilize staffing costs and anticipate season peaks (~300 FTEs impacted) ​
  • Project was undertaken to reduce growing costs per hour without impacting service levels thanks to better planning performance in the short-term and anticipation of medium- to long-term planning activities

 

PROJECT APPROACH

  • Perform assessment to identify levers for savings e.g., with interviews, planning scenarios and financial simulations
  • Define tools & operational meetings to support short-, medium- and long-term activities ​
    • Short-term: dashboard planner and manager to follow up planning KPIs, weekly meeting to align on priorities ​
    • Medium- to long-term: workload vs. workforce model incl. foreseen recruitments and training plans (skills)​
  • Support the adoption of new routines through preparation meetings and problem-solving exercises to ensure continuous improvement loop​s
  • Formalize new practices in a handbook to ease further deployment​

 

RESULTS / FINDINGS

  • Sizing of the station adapted to activity needs to recruit / train FTEs ​
  • ~ 4% of savings assessed of the total staff costs base​
  • New standards i.e., tools and governance defined to ease further deployment in other stations​

CONTEXT

  • Challenging program ramp-up due to high levels of outstanding work in Final Assembly line
  • Misalignment between OEM and Risk Sharing Partner on responsibilities and root causes (engineering, manufacturing)
  • Joint improvement plan launched to optimize interface operating modes and improve joint performance

 

PROJECT APPROACH

  • Perform a joint diagnosis and identify root-causes of ramp-up challenges: end-to-end process mapping, interviews, shopfloor observations and data analysis
  • Manage the definition of the improvement plan:
    • Improvement levers, incl. quick wins
    • Implementation roadmap 
    • Definition of KPIs to monitor operational impact
    • Modelling of impact over production series
    • Documentation of handbook
  • Support implementation & progress monitoring
    • Definition of standards KPIs and support for implementation
    • Implementation of joint way of working (e.g., visual management)

 

RESULTS / FINDINGS

  • Improvement of operational collaboration instead of counterpart fault syndrome
  • Increase of customers’ demand stability and improvement of supplier performance

CONTEXT

  • Pacemakers manufacturer, 400 people in France
  • New R&D director
  • Need to secure very challenging product roadmap execution

 

PROJECT APPROACH

  • Define steering architecture i.e., rituals, indicators, synchronization, workforce / workload planning
    • Project
    • Business lines
  • Set up rituals and change management incl. problem-solving and team involvement for 10 business lines
  • Reorganize the division into product lines
  • Redesign some business lines process e.g., VSM and regulatory affairs

 

RESULTS / FINDINGS

  • Development and market authorization periods secured
  • Anticipation of problems and feedback

Contacts

Patrick Sage

Partner / France

Toulouse

Cécilia Combey

Manager

Toulouse

Pierre Antoine Chandon

Principal

Paris