- Field of expertise - Services
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Marketing – Sales
  Market validation, anticipating market evolution.

Product-positioning, product renewal and decline.
  The role of technology in procuring a competitive edge, marketing and sales in « engineer-driven businesses », marketing and selling hi-tech products.

Creating market /client value and ensuring products do not become conventional.
  Developing sales of complex services.

Marketing and CRM in B-to-B businesses, differentiating one’s offer thanks to service and information technologies.

TRAINING: changing behaviour and attitudes
 
  Team work / team building.

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Project organisation.
  Sharing objectives.

Assisting and accompanying change.
  Coaching.

Concrete example:
THALES UNIVERSITE
Trainings for Ingeneers and architects concerning methods of design to cost.
PRODUCTS RANGE DIVERSITY/COMPLXETY CONTROL
 
  Commercial.
         
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Technical.
 
Concrete examples:
TEFAL
Established scale of overages engendered by diversity in cook-and-ware product line, identification of stakes, definition and implementation of rules regarding creation of new references and organisation for improved diversity management.
VOLVIC
Establishing scale of overages engendered by diversity in flavoured drinks product line, identifying stakes and defining action plans.
DESIGN TO COST & REDESIGN TO COST
 
  Adapting product and / or process to needs.

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Functional analysis (products, services, processes).
  Analysis of product and / or process value.
  Creativity and selecting concepts.
  Analysis of concept risk.
  Organisation with a view to handling diversity long term.
Concrete examples:
LATECOERE
Diagnosis of the design of the doors to the A380, the ERJ 170 and the Boeing 787, followed by pinpointing optimised solutions to meet the cost reduction objectives that were set and validated post-Diagnosis.
ELECTRIFIL
Diagnosis of the design of a gear box’s internal sensor module, identifying potential cost reduction areas.
LU
Definition of development procedure for new products, applied by project teams on several biscuits in development.
DEVELOPMENT CYCLE REDUCTION (Lean Development)
 
  Defining « just enough time» for each task and optimising task sequencing.

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Analysing each scenario to determine the best.

Concrete examples:
VALEO
Product development cycle reduction at R&D stage, analysing different phases of development and applying a Lean approach.
LIEBHERR SPACE
Product development cycle reduction, applying a Lean approach.
PROJECT LEADERSHIP
 
  Respecting development schedules, recurrent & non-recurrent costs and performance capacity.
 
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Project structuring (WBS, planning, streamlining resources).
  Project management and piloting.
  Analysing project risk.
  Introducing and using executive dashboards.

Concrete examples:
VETROTEX
Reconstruction of a glass furnace, within a 2-month deadline.
PSA
Management of design and development schedule for the Peugeot 307, hitting the DMS.
LEAN MANUFACTURING
  Interventions on flow management, organisation of purchases, logistics and optimisation of allotted time and cost.
 
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Value stream mapping.

Optimisation of production processes for both goods and

  services, industrial reorganisation
- Reduction of production cycles
- Reduction of stocks and improving service rate
- Reduction of production costs (direct and indirect)

Piloting participative operations around mastering product quality and the reliability of equipment and procedures.

Concrete example:
PARFUMS GIVENCHY
Reduction of stocks, both in raw materials and finished products, with maintained levels of service, thanks to new production management rules and methods (Lean manufacturing approach).
Purchases
 
  Negociation with suppliers
 
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Ensuring supply times are reliably upheld

Validating supplier capacity
  Questioning on aspects of product design liable to cause difficulty
  Design Redesign of subgroup products directly with suppliers