Optimizing Operational Excellence in Digital Display Solutions

A leading full-service provider of digital display solutions and related software sought to enhance collaboration between departments and improve the quality of process execution. The organization delivers complete projects, from development and production to project management and maintenance, all under one roof.

Customer Digital Display Solutions Provider
Segment Technology / Manufacturing
Optimizing Operational Excellence <span>in Digital Display Solutions </span>

Challenges

WeY was engaged to develop an actionable plan for operational improvements, focusing on two main objectives: strengthening interdepartmental collaboration and elevating process quality.

The assignment centered on making internal processes measurable and transparent, using these insights to drive continuous improvement and organizational development. A further ambition was to foster a company culture emphasizing customer focus, chain collaboration, and ownership.

Approach

The project started with a quick scan based on the DMAIC methodology, identifying 15 improvement initiatives. These were prioritized using an Impact Effort Matrix and translated into a comprehensive action plan.

Key focus areas included:

  • Business: Building a customer-focused organization
  • Process: Updating core processes including RACI’s, toll-gate checks, and updating QMS
  • Management: Improving operational control and management information
  • ICT: Streamlining ERP system for deviation tracking and project control modules.
  • Organization: Restructuring management and strengthening service and quality

Results

  • Process- and QMS foundation including introduction of toll-gate reviews.
  • New Management team and meeting structures in place, COO and Service Manager hired.
  • Communication streamlined across the organization
  • Deviation registration and CAPA tracking implemented.
  • Leadership and culture plan delivered for further roll-out by management
  • ICT landscape analyzed with recommendations for future rationalization.
  • QMS foundation and service processes fully delivered

 

90% of Top-priorities delivered where due to shortening of assignment period and with the swift hiring of new CEO/COO remaining running actions have been handed over.