Engaged Culture (Renewables Industry sector)

Successfully implemented 70+ effective communication systems.

450+ people use effective collaboration tools daily

6.5k - 7.4k hours/pa saved ($462k) by reduced meetings.

Purchase-to-Pay (P2P) (Energy Industry Sector)

5.4M cost OPEX reduction.

2000 hours removed from planning activities.

Reduction of £20M in materials stored.

Reduced warehouse storage by 40%.

Internal Capability Build (Renewables Industry Sector)

6 Business Agility Knowledge full day courses conducted.

100+ trained staff now lead change efforts in their own areas.

14 countries supported.

Supply Chain Risk Management & Warehousing Consolidation (Energy Industry Sector)

$15.0M ($9.5M temp storage) made available on SAP to the business.

$1.4 M (Book value) Disposed.

Obsolete or Surplus Stock Removed.

$11.4M (GOI) Additional Inventory Disposed.

Manufacturing Programme of Improvements (Energy Industry Sector)

Production increase from 11.6M to 14.6M = 26% increase

People in this process reduced from 30 to 8 = 75% reduction

Working hours from 59 hrs per week to 39 hrs per week = 33% reduction.

Stock reduction from 6.6M to 12,200 - 99.8% reduction.

Finance Deployment (Energy Industry Sector)

10M GBP revenue from improved lifting process.

Reduced use credit notes and purchasing errors by 60%. 1.8M GBP cost avoidance.

Implementation of new processes:

Quality improved from 70% defects to 20%

Process time reduced from 16 weeks to 1 week.

Improved customer service.

Production - Giveaway Case Study (Food Industry Sector)

65+ product codes that are bagged, projected savings for the year are estimated at £28,000+ in raw material costs and £70,000+ in sales prices.

0.95% average QA giveaway reduction on products reviewed (so far) vs target of 1% reduction.

60+ product codes to review on Bagging Lines.

BP UK - Purchase-to-Pay (Energy Industry Sector)

£5.4M cost OPEX reduction.

2000 hrs. removed from planning activities.

£20M Reduction of Client owned materials stored.

40% Reduction in warehouse storage.

76% Improvement: 6 week planning time frame achieved.

Operations Kaizen Events to support Production Challenge (Energy Industry Sector)

Temporary storage - 6.5M$.

Clair Flow Line & Installation Plan - 7.7M$.

Sea Water Lift Pump - 1639 Hrs.

Gas Turbine Setup Reduction - 2600 Hrs.

Pressure Saftey Valves (Engineering Sector)

Re-use of old valves in warehouse awaiting inspection.

Inventory Reduction through implementing stocking strategy.

50% reduction in repeat planning of PSV WOs.

Excess Pallet Movements (Food Industry Sector)

240 pallet spaces were cleared - cost avoidance of £137,372.

Reduction in pallet movements (Jan - June) of 3,400 - nearly 50% reduction - cost saving of £24,879 over the same time period (~£50,000 per annum).

500+ issues associated to original VSM / Kaizen Event - 30 related to warehousing.

Weatherford European Accounting Centre of Excellence (Energy Industry Sector)

Standardized processes reducing waste and duplication.

In country resource constraint risk eliminated.

In country cost reduction.

Improved quality: reporting and analysis.

AP Centralisation moving responsibility back to supplier.

Hours back to business.

The Hidden Cost of Waste in Manufacturing — and What to do About It

Data-driven decision making, ensuring teams act on facts, not assumptions.

Ownership and coordination, so that departments align on priorities and impact.



Standardising core processes, particularly in planning, materials management, and line scheduling.