Operative benchmarking in a Lean oriented Company.

Abstract

NMC SA has now more than 17 subsidiaries and/or production sites, so it is important to standardize the way of working, the processes but also to hunt for any kind of waste.

One of the key milestones was the Lean transformation implemented in 2012 under the name of Drive3. The company also has implemented a huge amount of different indicators who are used to monitor the different processes within the subsidiaries.

However, the lean management cannot be dissociated from the performance indicators and vice versa because everything is linked and each action undertaken by the management has an impact on all stakeholders. It is therefore essential to select and follow the right indicators by keeping and respecting the Lean Methodology.

My thesis will answer two questions that are linked: “is NMC SA a Lean oriented company” and “Which KPPI should be followed”. I will therefore audit the company on the Lean aspect by using a new methodology and formulate recommendations to the management on the performance indicators that are to be retained in order to benchmark the different subsidiaries.