Category Management & Procurement
Enterprise alignment for a CEO-sponsored Lean transformation
Client situation
A global diversified enterprise launched a CEO-sponsored Lean transformation for its top 1,000 leaders. Leadership-development spend and vendor contracts were fragmented across business units, requiring a single enterprise approach to providers, commercial terms, risk protections, and delivery standards.
Our mandate
Run an enterprise RFP and secure endorsement from category leadership, the CLO council and senior lean and operations executives at the business.
Co-define selection criteria with SMEs, including the PMO leader for the lean transformation; host vendor workshops; apply transparent scorecards.
Negotiate standard MSAs/SOWs and rate cards; set coach qualifications aligned to Lean methods; strengthen IP and data-protection clauses.
Build controls into delivery: first-invoice checks, regulated onboarding requirements, safeguards against scope creep, and purchase-order discipline.
Maintain executive readouts to sustain alignment and trust.
Impact
Unified, enterprise-approved provider panel and a consistent commercial/risk framework.
Two-year, cohort-based program launched at scale under CEO visibility with clearer quality standards.
Stronger IP/data protection and embedded controls reduced off-process spend while preserving delivery speed.
Enterprise kaizen to harmonize sourcing workflows
Client situation
A global enterprise faced fragmented sourcing practices after portfolio changes. Regions used inconsistent workflows, after-the-fact POs bypassed risk controls, and Legal became a bottleneck (SMEs covering ~$3Bn/yr). The business needed one operating model that reduced exceptions, enforced risk gates, and improved cycle predictability.
Our mandate
Co-lead an enterprise kaizen with Corporate Sourcing to define standard work, decision rights, and embedded risk gates (Third-Party Risk Management, privacy, security).
Update Delegations of Authority/Purchase Order Authority (DOA/POA) and hard-wire the model into systems.
Convene global leaders for value-stream mapping and swim-lane design; quantify fixes using spend, PO, AP queue, and intake cycle-time analytics.
Run a negotiation workshop; with Legal, train teams on standard MSA/SaaS/SOW templates and fallback matrices to curb vendor-template creep and reduce exceptions.
Partner with system owners to enforce workflows with TPRM sign-offs and reinforce no-PO/no-pay to close loopholes; maintain executive readouts to sustain alignment.
Impact
One controls-driven global process that reduced after-the-fact POs and tightened compliance across regions.
Shorter Legal cycle times via fewer exceptions and clearer standard terms.
Improved cycle predictability with defined ownership at each gate and dashboards tied to actual workflow data.
Stronger commercial discipline: teams upskilled to push back on non-standard terms without elevating risk.
Manufacturing Kaizen
Mixed-model refurbishment flow for surgical imaging
Client situation
A global medtech manufacturer’s refurbishment line for surgical X-ray systems had a complex teardown–upgrade–reassembly flow. Data quality was uneven, mid-stream order changes created false starts, and leaders lacked a clear view of yields, setup time, rework, and queues. The project sponsor was concerned the data would misrepresent team performance.
Our mandate
Run a rapid, remote prep followed by a one-week kaizen to map a mixed-model value stream and the surrounding value network.
Filter analysis to the 80% of flow controlled by operations (not sales/scheduling), validate time studies, and focus priorities with simple, transparent matrices.
Rebalance work (leveled production), create a cross-training matrix, and sequence operations for better flow.
Improve point-of-use readiness: moonshine kit carts, visual organization, and pre-built subassemblies to reduce motion and wait.
Establish safety and ergonomics improvements and translate new practices into standard work.
Impact
42% cycle-time reduction at the bottleneck operation.
54% improvement in ergonomics score and 5 targeted safety fixes.
Clearer rules for what data to use and when—reducing noise from speculative builds and improving predictability.
A reusable mixed-model mapping and prioritization framework that links sub-process metrics to leadership KPIs for ongoing improvement.
Flow improvement and capacity unlock
Client situation
An aerospace components manufacturer needed to introduce a new shot-peening process requiring fast alignment across engineering, inspection, operations, design, and materials science. Existing maps and prioritization lacked the granularity to guide decisions; focusing instead on “latest pain” items. The bottleneck asset faced rising demand and a potential multi-million-dollar capital request.
Our mandate
Arrive ahead of the kaizen to rebuild granular value-stream visuals and practical prioritization aids.
Facilitate a cross-functional kaizen to validate data, design parallel processing paths, and set acceptance/training standards.
Apply rapid changeover techniques (SMED principles) to keep the bottleneck running, and sequence upstream/downstream steps to protect flow.
Anchor decisions in facts (time, yield, rework, queues) and align improvements with safety/quality requirements.
Impact
15% additional capacity released on the bottleneck asset through parallel paths and better sequencing.
Faster cross-functional acceptance and training on the new process, with standard work embedded.
Deferred high-risk, long-lead capital—by demonstrating that disciplined flow and changeover reduction could meet near-term demand.
A lightweight analytics framework tying sub-process measures to strategy KPIs, enabling data-driven prioritization going forward.