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Implementation of a Lean management system.

A finance shared services center has implemented a Lean management system to structure processes and drive performance.

Implementation of a Lean management system.

The monthly closing process was reduced from 4.5 to 3 days thanks to a Lean management system implemented across the service center.

USE CASES

27 MVPs deployed and 300 PDCA cycles completed to embed a culture of continuous improvement.

Background

As part of the development of a Finance Shared Services Center—covering Supplier, Customer, General, and Treasury functions across about ten countries in Europe—a Lean management system was implemented. This center, recently established following the integration of various countries and the implementation of new IT systems, needed a structured framework to optimize processes, drive performance, and strengthen cohesion among teams.

It would have been a sure thing if:

  • The organization is becoming more stable and calm.
  • The various projects are aligned and consistent.
  • A culture of standards has taken root within the teams.

The process:

  • A 2-day immersive assessment of the teams, resulting in 3 key recommendations.

  • Training for the executive committee and coaching for managers on their leadership style and project management.

  • Training of about ten front-line managers; support in implementing Lean practices: FIPOC mapping, operational metrics, visual management and rituals, and problem-solving using the A3 method.

  • Establishment of collaboration rituals between managers and line managers, supported by visual management.

  • Implementation of visual management at the executive committee level and improvement of meeting practices.

  • Training of two Green Belts, including practical projects addressing identified issues.

  • Presentation of results to top management at the end of a year of support.

Our results:

  • 27 MVPs deployed across 3 hierarchical levels: team leaders ↔ employees, managers ↔ team leaders, center director ↔ managers.

  • Approximately 300 PDCA cycles completed by the teams.

  • Approximately 10 A3 projects have been completed, with standards implemented.

  • Reduction in monthly closing time from 4.5 days—with significant variability—to a consistent 3 days.

  • +5 points for paying supplier invoices on time.

  • A 10-point reduction in the accounts payable backlog.