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EventCo, a leading provider of customized solutions for events, exhibitions, and environments. They oversee every aspect from design and production to installation and project management. With a peak season that spans only four months, they needed flexible improvements to increase capacity during peak periods while balancing quieter off season periods.
Our client, based in Dubai, operates in the highly competitive last-minute business of designing, building, and installing events, exhibitions, and personalized tents for Tier 1 clients across the Dubai, Abu Dhabi, and KSA region. After experiencing significant growth due to COVID, the company encountered process pressures and inefficiencies. To maintain their position as a market leader, the client realized the need to work smarter and more efficiently in order to create capacity for sustaining necessary growth without sacrificing quality.
While the client had a 50,000 sqm production facility, the scope of the project was focused on both the fabrication side and the end to end process of taking a project from client enquiry through to payment cycles.
We applied an end-to-end process mapping in the early stages of the project to understand the key operational challenges and opportunities. This approach allowed us:
Before the engagement, we had identified several key work streams but following on from our end-to-end value stream analysis we were able to redefine the core areas that would drive the maximum overall benefits to both the continuous improvement culture and overall business results.
From the beginning, we knew that some parts of the business operated as stand-alone parts of the business. For example, the production team required good inputs from technical teams and project managers, but they operated seperatly. While they needed to be better integrated into the end-to-end flow, we saw that improvements could happen within the department whereas some teams were so rightly coupled, they had to be treated in a single improvement project.
In discussion with the client, we seperated the key focus areas into three areas.
1) Sales to Production Process: A key area of friction for both external customers and internal teams was how projects were managed from the enquiry through to the handover to the production teams. This involved developing a new Target Operating Model and enhancing a Master Production Schedule to align teams across the business on prioritations and goals.
2) Operational Excellence Program: We identified the untapped potential that an Operational Excellence program could deliver focusing firstly on 5S, Visual Management and Production Flow
3) Lean Six Sigma Training Program: To build the knowledge and internal expertise, we focused on training both mid-level and higher management teams through our Lean Six Sigma training programs matching the level for their capability and responsibility
Enter Lean Six Sigma. We implemented a comprehensive Lean Six Sigma Training Program designed to transform the client’s operational capabilities. This approach focused on:
Process Efficiency: Identifying and eliminating waste to streamline workflows.
Capacity Enhancement: Training staff to handle peak loads without sacrificing quality.
Sustainable Practices: Introducing methods that could be sustained during quieter periods as well.
Results Achieve
20x ROI from Lean Six Sigma Training Program: The investment paid off exponentially, demonstrating the financial wisdom of implementing Lean Six Sigma.
75 Improvement Projects Identified and Managed: We didn’t just stop at identifying potential improvements; we actively managed these projects to ensure their successful implementation.
160 People Trained in 5S: By training 160 staff members in 5S (Sort, Set in order, Shine, Standardize, and Sustain), we laid the foundation for a culture
A global Lean Training Program has reached over 270 people worldwide and driven $4M+ in cost savings through project delivery
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