FMCG Food Manufacturing Case Study

about this project

This multi-year programme supported a major UK-based FMCG food manufacturer in transforming both operational performance and internal capability. Faced with inconsistent standards, limited structured problem-solving, and a reliance on external improvement support, the business partnered with PBI to build sustainable, in-house improvement capability.


Our approach combined Business Transformation training for senior leaders with Lean Practitioner training for delivery teams, all supported by embedded coaching at site level. This dual-track model enabled leaders to take ownership of strategic improvements while frontline teams drove day-to-day operational change.


Over 40 employees were trained, more than 30 improvement initiatives were launched, and a culture of daily performance management and structured problem-solving was embedded across functions - leading to a total of £4.7M in cost savings across yield, waste and throughput improvements.

Key Project Summary "At a glance"

Project Scope


  • Multi-site FMCG food manufacturing environment


  • Focus on operational consistency and performance uplift


  • Leadership development and culture change as enablers


  • Internal capability building across senior and frontline levels


  • Targeted improvement activity across waste, yield, and throughput


  • Long-term coaching support embedded on-site

Improvement Strategy


  • Business Transformation training for senior leaders to drive sponsorship and alignment


  • Lean Practitioner training for frontline teams to build problem-solving skills


  • Site-based coaching to support delivery of improvement initiatives


  • Implementation of structured daily performance management routines


  • Introduction of visual management and tiered accountability processes



  • Prioritisation of high-impact projects aligned to strategic goals


Benefits Delivered


  • £877,000 reduction in product giveaway through yield improvement initiatives


  • £480,000 in material savings via process control and waste reduction


  • £320,000 uplift in throughput from targeted line performance improvements


  • Embedded daily performance routines with measurable team-led improvements


  • 40+ internal staff trained across BT and LP programmes, strengthening CI capability



  • Sustainable culture shift enabling continued cross-functional improvement


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