Improving profitability by establishing a living excellence initiative in the chemical industry

Initial situation

A leading global chemical company wanted to merge parallel, ineffective excellence programs and establish a structured strategy implementation
The company found itself in a competitive market environment and had to increase its profitability in order to ensure future competitiveness
Aggravating factors were parallel structures in the organization and systems resulting from inorganic growth as well as poor data quality
A holistic business excellence framework was required to align strategy, processes and organization

Improvement projects implemented at 10 locations worldwide

0 million €

Benefits realized (investment-to-benefit ratio of 1:5)

Lean Six Sigma Belts trained and excellence community formed with them

Introduce global end-to-end standard for excellence programs based on Lean and Six Sigma, consolidate and bundle current initiatives
Train employees and establish a global community
Select business areas with great potential and implement projects to increase effectiveness and efficiency
Implement optimized tactical and strategic alignment along the entire value chain using the Hoshin Kanri methodology
Ensure close cooperation between the Board of Directors, management and employees to create trust in the measures

Increasing performance orientation through a supply chain target operating model in the chemical industry

Increased reliability of investment decisions through dynamic modeling in the chemical industry

Cost and time savings through the application of lean principles in plant construction in the chemical industry

Establishing global innovation excellence by introducing an agile innovation process

Improving employee satisfaction through AI-supported evaluation of surveys in the chemical industry

Global rollout of a production system through a lighthouse approach in the chemical industry

All cases

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