Profitability improvement by establishing a unified Business Excellence initiative in the chemical industry

Initial situation

A leading global chemical company required the consolidation of parallel, ineffective Excellence programs and wanted to establish a structure for the deployment of its strategy
The company found itself in a competitive market environment and had to increase its profitability 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 in 3 years

0 Mio. €

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

Lean Six Sigma Belts trained and formed to a global Excellence community

Establish a global end-to-end standard for Excellence programs based on Lean and Six Sigma and consolidate ongoing initiatives
Train employees and build a global community
Select business areas with high potential and implement projects to increase effectiveness and efficiency
Apply the Hoshin Kanri methodology to ensure optimized tactical and strategic alignment across the entire value chain
Ensure close collaboration between executive board, management, and employees to build trust in the initiatives

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All cases

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