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 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 loops
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