The business group Orangina Schweppes is a holding company more than 200 companies with a total of 28,500 workers with presence in 5 continents. Its activity goes beyond carbonated drinks, reaching sectors as diverse as sports, flower marketing and food. The project Orangina Schweppes had two fundamental objectives: the first, to implement the use of the management model Lean Manufacturing in the different factories spread throughout the national territory and the second, the modernization of office tools in the areas of administration.

Faced with a project of such magnitude, a process divided into four phases:

• Sensitization: Interview with the HR and Operations Department to establish the bases of the management model and its implementation. This initial evaluation stage made it possible to model the contents and formulate the schedule appropriately to increase the impact of the training actions.
• Lean Consulting: An experienced consultant accompanied the management team during the initial training phase and the subsequent implementation phase, initially in the Toledo factory. This field work was intended to minimize the theoretical parts.
• Training in continuous improvement:
  • Seiri (subordinate, classify and discard).
  • Seiton (systematize and order).
  • Seiso (sanitize and clean).
  • Seiketsu (simplify, standardize and make coherent).
  • Shitsuke (sustain the process and discipline).
• Implementation of the on-site management model:
  • Implementation of the Lean Manufacturing methodology in the workflows of the operations management team in the Toledo factory, for the subsequent expansion of the project to the second factory in Spain, located in Seville.

The Key: corporate resilience

A new success based on our resilience, the integration of teams and, above all, having quality teachers and content. Each new project, even if it is for the same client, makes us apply the think outside the box to get out of our comfort space and have total empathy with the needs of our clients.

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