{"id":45007,"date":"2026-05-21T10:35:29","date_gmt":"2026-05-21T08:35:29","guid":{"rendered":"https:\/\/cubik.group\/implementation-of-a-lean-management-system\/"},"modified":"2026-06-24T09:07:52","modified_gmt":"2026-06-24T07:07:52","slug":"implementation-of-a-lean-management-system","status":"publish","type":"post","link":"https:\/\/cubik.group\/en\/implementation-of-a-lean-management-system\/","title":{"rendered":"Implementation of a Lean management system."},"content":{"rendered":"
\"Implementation<\/span><\/div>
<\/span><\/div>

<\/strong>The monthly closing process was reduced from 4.5 to 3 days<\/strong> thanks to a Lean management system implemented across the service center.<\/span><\/p>\n<\/div>

<\/span><\/div><\/div><\/div>

USE CASES<\/i><\/strong><\/p><\/div>

27 MVPs deployed and 300 PDCA cycles completed to embed a culture of continuous improvement.<\/strong><\/span><\/p><\/h2><\/div>

Background<\/strong><\/h3><\/div>

As part of the development of a Finance Shared Services Center\u2014covering Supplier, Customer, General, and Treasury functions across about ten countries in Europe\u2014a Lean management system<\/strong> 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<\/strong>. <\/p>\n

It would have been a sure thing if:<\/p>\n

    \n
  • The organization is becoming more stable<\/strong> and calm.<\/strong><\/li>\n
  • The various projects are aligned and consistent.<\/strong><\/li>\n
  • A culture of standards<\/strong> has taken root within the teams.<\/li>\n<\/ul>\n<\/div>

    The process:<\/b><\/h3><\/div>
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      A 2-day immersive assessment<\/strong> of the teams, resulting in 3 key recommendations.<\/strong><\/p>\n<\/li>\n

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      Training for the executive committee<\/strong> and coaching for managers<\/strong> on their leadership style and project management.<\/p>\n<\/li>\n

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      Training of about ten front-line managers<\/strong>; support in implementing Lean practices: FIPOC mapping, operational metrics, visual management and rituals, and problem-solving using the A3 method.<\/p>\n<\/li>\n

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      Establishment of collaboration rituals<\/strong> between managers and line managers, supported by visual management.<\/p>\n<\/li>\n

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      Implementation of visual management at the executive committee level<\/strong> and improvement of meeting practices.<\/p>\n<\/li>\n

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      Training of two Green Belts<\/strong>, including practical projects addressing identified issues.<\/p>\n<\/li>\n

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      Presentation of results to top management<\/strong> at the end of a year of support.<\/p>\n<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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      Our results:<\/strong><\/h3><\/div>
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        27 MVPs<\/strong> deployed across 3 hierarchical levels<\/strong>: team leaders \u2194 employees, managers \u2194 team leaders, center director \u2194 managers.<\/p>\n<\/li>\n

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        Approximately 300 PDCA cycles<\/strong> completed by the teams.<\/p>\n<\/li>\n

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        Approximately 10 A3 projects<\/strong> have been completed, with standards implemented.<\/strong><\/p>\n<\/li>\n

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        Reduction in monthly closing time<\/strong> from 4.5 days\u2014with significant variability\u2014to a consistent 3 days.<\/strong><\/p>\n<\/li>\n

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        +5 points<\/strong> for paying<\/strong> supplier invoices on time<\/strong>.<\/p>\n<\/li>\n

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        A 10-point reduction<\/strong> in the accounts payable backlog.<\/strong><\/p>\n<\/li>\n<\/ul>\n<\/div>\n<\/div><\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

        A finance shared services center has implemented a Lean management system to structure processes and drive performance.<\/p>\n","protected":false},"author":4,"featured_media":46120,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[74],"tags":[81],"class_list":["post-45007","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-use-cases","tag-banking-and-insurance"],"acf":[],"_links":{"self":[{"href":"https:\/\/cubik.group\/en\/wp-json\/wp\/v2\/posts\/45007","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/cubik.group\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/cubik.group\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/cubik.group\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/cubik.group\/en\/wp-json\/wp\/v2\/comments?post=45007"}],"version-history":[{"count":0,"href":"https:\/\/cubik.group\/en\/wp-json\/wp\/v2\/posts\/45007\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/cubik.group\/en\/wp-json\/wp\/v2\/media\/46120"}],"wp:attachment":[{"href":"https:\/\/cubik.group\/en\/wp-json\/wp\/v2\/media?parent=45007"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/cubik.group\/en\/wp-json\/wp\/v2\/categories?post=45007"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/cubik.group\/en\/wp-json\/wp\/v2\/tags?post=45007"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}