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And the Award Winners 2009 are:
Thanks to Solving Efeso support one factory won the 2009 TPM Award.
- Grupa Zywiec S.A., Heineken, Browar Zywiec - Poland
- Wm. Wrigley Jr. Company, Wrigley Gainesville, Georgia - USA
- Tetra Pak Packaging Solutions AB, Lund - Sweden
And the Award Winners 2008 are:
Thanks to Solving Efeso support six factories won the 2008 TPM Award.
Two industrial groups won the 2008 Supply Chain Excellence Award:
- Wm. Wrigley Jr. Company, Ooo Wrigley - St. Petersburg, Russia
- Heineken Netherlands, Supply Heineken Brewery's - Hertogenbosch, The Netherlands
- Klabin S.A., Unidade Monte Alegre - Brazil
- Tetra Pak Manufacturing UK Ltd, Wrexham - United Kingdom
- Inoplast, Felines - France
- Valrhona, Site Antoine DODET, Tain l'Hermitage - France
Two industrial groups won the 2008 Supply Chain Excellence Award:
- Co-operative Retail, London - United Kingdom (IGD Food Industry Awards)
- Belron Europe - United Kingdom (Supply Chain Standard Awards)
Klabin Monte Alegre wins TPM Award 2008 with Solving Efeso collaboration
"... The conquest of the Award is a demonstration that our work towards continuous improvement is in the right direction. Solving Efeso has played a significant part in our success” says Edson Shizuno, Continuous Improvement Coordinator
“Our factory has become one of the most modern of the world (...). It was a big news that should be celebrated by each worker because each one cooperated to achieve this success” says Artur Canhisares, Director if Industrial Unit Monte Alegre.
“Our factory has become one of the most modern of the world (...). It was a big news that should be celebrated by each worker because each one cooperated to achieve this success” says Artur Canhisares, Director if Industrial Unit Monte Alegre.
Co-operative Food Retail wins Supply Chain Excellence Award
At the 2008 IGD Food Industry Awards, Co-operative Food Retail won the award for Supply Chain Excellence for their “3 Pillars Change Programme"; a major change programme involving the total re-engineering of the supply chain.
The Co-op project involved the development of a new distribution network to improve buying efficiencies and improve store service.
On the people side, the 'STEP17' change programme has provided the platform to create an engaged workforce across the operation keen to share best practice, ideas and initiatives.
Click here to read the client feeback!
The Co-op project involved the development of a new distribution network to improve buying efficiencies and improve store service.
On the people side, the 'STEP17' change programme has provided the platform to create an engaged workforce across the operation keen to share best practice, ideas and initiatives.
Click here to read the client feeback!
Belron wins Supply Chain Excellence Award
Belron, the company behind leading brands Autoglass and Carglass came out on top in the Retail & Distribution category of the 2008 Supply Chain Excellence Awards organised by specialist magazine, Supply Chain Standard.
Solving Efeso worked with extensively with Group Supply Chain Director, Ralph Hosker and the team at Belron in the development of their Supply Chain Strategy to serve all European markets.
With all the complexity associated with a 10,000 SKU range and a same-day or next-day service offering across every postcode in Europe, the emergency windscreen service company has transformed its operations and now achieves a 98 per cent service level. The judges say, "no one has done what they have in the industry in managing glass in this way. They have an extensive range of windscreens - there are issues around transportability, around availability - and they have a need to get to the scene very quickly. The way they manage, store and secure glass and offer the product variety that they do, without actually carrying lots of inventory, is pretty clever." Prior to the supply chain transformation Belron had concerns over breakages, parts availability, delivery and high SKUs. So it set up its own internal supply chain development team to drive improvements in the business - the judges saw this as "a real commitment" to delivering the strategy. Availability is key to Belron's business. The company redesigned its demand-driven networks and its processes, rolling out an indirect purchasing programme over the last 12 months. But what really decided it for the judges was its attitude that, "this is the strategy, this is what we are going to do. We are going to change the way we are operating - we need to hit this level - we need to change the way we work to get cost structures down".
Solving Efeso worked with extensively with Group Supply Chain Director, Ralph Hosker and the team at Belron in the development of their Supply Chain Strategy to serve all European markets.
With all the complexity associated with a 10,000 SKU range and a same-day or next-day service offering across every postcode in Europe, the emergency windscreen service company has transformed its operations and now achieves a 98 per cent service level. The judges say, "no one has done what they have in the industry in managing glass in this way. They have an extensive range of windscreens - there are issues around transportability, around availability - and they have a need to get to the scene very quickly. The way they manage, store and secure glass and offer the product variety that they do, without actually carrying lots of inventory, is pretty clever." Prior to the supply chain transformation Belron had concerns over breakages, parts availability, delivery and high SKUs. So it set up its own internal supply chain development team to drive improvements in the business - the judges saw this as "a real commitment" to delivering the strategy. Availability is key to Belron's business. The company redesigned its demand-driven networks and its processes, rolling out an indirect purchasing programme over the last 12 months. But what really decided it for the judges was its attitude that, "this is the strategy, this is what we are going to do. We are going to change the way we are operating - we need to hit this level - we need to change the way we work to get cost structures down".
And the TPM Award winners for 2007 are:
Thanks to Solving Efeso support four factories won the 2007 TPM Award.
- Gambro AB - Dialyzer Plant Hechingen, Germany
- Volvo Construction Equipment - Arvika Plant, Sweden
- Wrigley Confectionery (China) Limited - Guangzhou Factory, China
- Wm Wrigley Jr. Company - Wrigley Poland Sp.z.o.o, Poland
Solving Efeso participates in 40th Pulp & Paper International Congress & Exhibition, 15th-18th October 2007
The location will be Brazil, San Paolo, at the Transamerica Expo Center, and it will bring together professionals from the worldwide pulp and paper industry, including manufacturers and suppliers, for presenting technologies and exchanging information related to the production of pulp, production of paper, recovery and utilities, environmental concerns, the market, engineering and maintenance, automation and process control.
Solving Efeso Consulting AB Nordic Countries confirmed as a Gazelle Company 2007!
The biggest daily financial newspaper in Sweden, Dagens Industri, has appointed Solving Efeso as one of the 1000 fastest growing companies in Sweden in 2007.
Lean Flow PKE Internal Training on 2007 July 2-5 at Hydrauto - Sweden
Thanks to a smart idea of two Solving Efeso consultants, Johan Mailov and Leo Tuscano, we recently organised an International Lean Flow Internal Training Session at the Skellefteå AB plant, owned by our customer Hydrauto, who kindly agreed to host us.
The outstanding results which were achieved there were due to the practical application of the Efeso Lean Flow methodology, which was tried and tested during the workshop at Hydrauto.
The participation by consultants who are highly skilled in this area and all joining forces, allowed us to further increase the level of Solving Efeso theory on Lean Flow.
It has been a great opportunity for everybody's professional growth.
The outstanding results which were achieved there were due to the practical application of the Efeso Lean Flow methodology, which was tried and tested during the workshop at Hydrauto.
The participation by consultants who are highly skilled in this area and all joining forces, allowed us to further increase the level of Solving Efeso theory on Lean Flow.
It has been a great opportunity for everybody's professional growth.
Lean Flow PKE Internal Training on 2007 July 2-5 at Hydrauto - Sweden
Thanks to a smart idea by two Solving Efeso consultants, Johan Majlov and Leo Tuscano, we recently organised an International Lean Flow Internal Training Session at the Skellefteå AB plant, owned by our customer Hydrauto, who kindly agreed to host us.
The outstanding results which were achieved there were due to the practical application of the Solving Efeso Lean Flow methodology, which was tried and tested during the workshop at Hydrauto.
The participation by consultants who are highly skilled in this area and all joining forces, allowed us to further increase the level of Solving Efeso theory on Lean Flow.
It has been a great opportunity for everybody's professional growth.
The outstanding results which were achieved there were due to the practical application of the Solving Efeso Lean Flow methodology, which was tried and tested during the workshop at Hydrauto.
The participation by consultants who are highly skilled in this area and all joining forces, allowed us to further increase the level of Solving Efeso theory on Lean Flow.
It has been a great opportunity for everybody's professional growth.
MeTIM Seminar-Show on March the 16th
Università degli Studi of Bergamo and MIP will be helding the MeTIM Seminar-Show, on Method and Technologies to improve corporate competitiveness through Maintenance Engineering.
The seminar will begin at 09.30 a.m., at Aula Magna of Engineering Department of Università degli Studi of Bergamo, in Dalmine, via Pasubio 3.
In this occasion will be presented the MeGMI (Master Executive in Industrial Maintenance Management).
The seminar will begin at 09.30 a.m., at Aula Magna of Engineering Department of Università degli Studi of Bergamo, in Dalmine, via Pasubio 3.
In this occasion will be presented the MeGMI (Master Executive in Industrial Maintenance Management).
And the TPM Award winners for 2006 are:
Thanks to Solving Efeso support twelve factories won the 2006 TPM Award.
This Award is given to those plants achieving operational excellence and it is assigned by JIPM AUDITORS only after many rigorous assessments.
The TPM Awards Commendation Ceremony has been held on 15-16 March 2007 in Yokohama, Japan.
Solving Efeso was represented by Virginio Peluzzi, Carla Migliavacca, Giorgio Levati, Mikhail Verkhovtsev.
This Award is given to those plants achieving operational excellence and it is assigned by JIPM AUDITORS only after many rigorous assessments.
The TPM Awards Commendation Ceremony has been held on 15-16 March 2007 in Yokohama, Japan.
Solving Efeso was represented by Virginio Peluzzi, Carla Migliavacca, Giorgio Levati, Mikhail Verkhovtsev.
Solving Efeso Consulting lecturing at Waseda University, Tokio, on March the 14th 2007
Giorgio Levati, Solving Efeso Vice President, will be lecturing at one of the top private universities in Japan: Waseda University, Tokyo.
The subject of the lecture will be “Excellence in Operations Management: how the multinationals companies manage it”.
The subject of the lecture will be “Excellence in Operations Management: how the multinationals companies manage it”.
Solving Efeso will participate in MeGMI (Master Executive in Industrial Maintenance Management)
Solving Efeso Vice Presidents Giorgio Levati and Carlo Baroncelli are members of MeGMI’s Scientific Committee, and will be teaching some modules.
Due to complexity increase in technological systems, productivity, quality and flexibility requirements, in the last years Maintenance has been achieving a rising impact on increasing the enterprise’s value and competitiveness.
The biennial MeGMI is aimed at creating a Maintenance Manager able to master all required technical skills, as well as effectively manage organisational and managerial processes, by steering the impact of maintenance on business, quality, safety and efficiency targets inside the organisation.
The master is organised by MIP, the Business School of the Polititecnico of Milano, and Università degli Studi di Bergamo.
Due to complexity increase in technological systems, productivity, quality and flexibility requirements, in the last years Maintenance has been achieving a rising impact on increasing the enterprise’s value and competitiveness.
The biennial MeGMI is aimed at creating a Maintenance Manager able to master all required technical skills, as well as effectively manage organisational and managerial processes, by steering the impact of maintenance on business, quality, safety and efficiency targets inside the organisation.
The master is organised by MIP, the Business School of the Polititecnico of Milano, and Università degli Studi di Bergamo.
Solving Efeso implementation of the WCOM project, aPlus for Ahlstrom, gains Ahlstrom excellent results
"aPlus is not just a program, is a journey that continues today and in the future. The purpose of aPlus is to help us to achieve something simple yet comprehensive for Ahlstrom: Continuous Improvement.(...) We learn new ways, means and tools for solving problems. Our clients appreciate a more consistent quality of product and deliveries. Our site and operations are clean and well organised. And finally the continuous elimination of losses allows Ahlstrom to do more with less and earn more money. (...) To achieve more results we should 'do more teams' " - writes Jukka Moisio, Ahlstrom President and CEO on Inside, the Ahlstrom's in-house magazine, referring to Efeso support and achievements gained through Continuous Improvement implementation.
Read the full article
Read the full article