He also has a broader impact on the company

A way to both increase performance, improve flexibility, giving more employees... An alternative to offshoring and the reduction of jobs... What can hide such a promise A mode of organization focused on the "any process", according to Emmanuel Kampouris, designer of the method implementation, early 1990s among American Standard (world leader in the manufacture of sanitary equipment group) and which saved the company.

After having been experienced in the United States and a dozen European countries, this method is investing the hexagon on the initiative of KSM Associates, a consulting organization company, which the markets under the name of "Lean process. It combines the "Lean management" and "process management". The principle: reduce cycles, by eliminating activities that bring no added value, whether in factories or offices. "On average, 80 of production time is spent waiting, note Emmanuel Kampouris." "The goal is to reverse this ratio, 60 to 70 of the time to really useful."

This means first by optimization of production lines and a reduction in stocks. Manufacturing manages strained flow, the needs of customers. Side offices, here again, this is to rethink the Organization of work, from a vertical structure, silos, horizontal and cross-cutting operation. The change is radical. The traditional departments (marketing, purchasing, etc.) disappear in favour of business processes (order, development products, strategy...). On average, five to seven process by company, each between 30 and 300 people, the size and the heart of activity. Except for the core functions (human resources, legal, finance, computer), which continue to operate vertically, the rest of the company is organized by teams working in open space and which are composed of a member of the Board of studies, marketing specialist, an expert in finance, manufacturing specialist and with, at their head, a process manager. "This enables to address all the problems at the same time, whether it's the cost of manufacturing a product, expectations of the clients or the feasibility of the project," says Emmanuel Kampouris. Direct result, finished meetings services, administrative documents and the back and forth of validation. Another advantage, the process is simplified, the risk of error are more limited.

Beyond the management

Unlike the management by project, the "Lean process" goes further and is expected to last. He also has a broader impact on the company. Convinced of the benefit of his method, Emmanuel Kampouris relies on what he knows best: American Standard which was the CEO. When he decided to try the experience, in 1989, he was a last chance operation. The company is in crisis: it awash with debts and is the victim of a hostile takeover bid of Black & Decker.

In ten years, each of the 118 factories (57,000 employees in 34 countries) adopted this mode of organization. The results are immediate. The manufacture of a fan is reduced from four days to 37 minutes. To design a simple tap, materials travelled three miles in the factory. By reconfiguring production lines, this path is limited to 100 metres. Side offices, the processing of orders requiring 62 days, only takes more than 22. "By reducing the steps, it also reduces costs, which allows to increase margins, but also to be more responsive to the client and, therefore, to increase its market share", argues Andrew Kampouris, son of Emmanuel and Director of KSM Associates. American Standard has in three years, decreased costs of $ 295 million, its turnover was multiplied by 2.3 and the course of the action flew, from 4 to 138 dollars between 1989 and 2004.

Despite such arguments, few companies have dared to follow the same path. "Like any change, it is easier to use this approach when the situation of the company is critical." That which is applied when all goes well is a true visionary. ", admits Emmanuel Kampouris. Because it must be recognized that the change is heavy and complicated. American Standard, it will cost $ 100 million over five years, including the most training of leaders, managers and the implementation of the operational.

Create full membership

This new organization mode also requires a major effort of communication. Craig Kissel, now President of Trane (a company of American Standard), remembers the years of transition. At the time, he is 37 years old and holds a position of manager. "The teams raised many questions". What is this would meet the demand What is was going to be able to deal with if we had more stocks "Experience is first conducted a pilot site, a plant of air conditioners in Texas. "During the year preceding the transformation, we have come to the United States to plant managers and managers to explain the transformation, gather their impressions and obtain their commitment." "This has created a full membership," said Emmanuel Kampouris.Pendant a year, we have explained to the factory directors and managers how it wanted to work and we showed them that it worked. "It had to be full membership," explains Emmanuel Kampouris. Once uncertainties passed, employees are, he said, delighted: "they see more what is the impact of their work on the business." "They have more responsibility but also more autonomy and are therefore more involved".

This method can be applied to all sectors of activity but there is nevertheless a critical size to have: at least 80 employees or turnover EUR 20 million. Among the companies that have adopted this new mode of organization, General Electric, or even a US insurance company, Progressive. "This allowed him to deal with the statements made by its customers in nine hours against two weeks earlier." "Sales have multiplied by ten in 13 years," says Emmanuel Kampouris. For others, the secret is well kept, lest they give ideas competition.