Food & Drink

LBSPartners, Lean Business, Food & Drink Sector Expertise

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Manufacturing of food and drink products is Ireland’s most important indigenous industry. In 2013, the turnover was €25bln with €10bln worth of exports to 120 countries; 2 out of 3 of which were by Irish indigenous companies. Activities include Food Processing, Dairy Produce, Wholesale, Ingredients and Retail.

LBSPartners has a long tradition in the food sector with Dawn Meats, Heineken and Hilton Foods among our list of clients. Our depth of experience enables us to work closely with food and drink companies identifying solutions to sometimes complex problems. These may involve analysis of various processes and activities at production level or being involved in a more complex integration of International businesses as companies seek expansion opportunities outside of Ireland.

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Case Studies

Client Name:

Heineken Ireland

Heineken Ireland sought to streamline administrative processes and improve performance in distribution of their Branded Consumables. Using Lean, acceptance rate improved to 98%, lead time reduced by 50% and admin time reduced by 54%.

Client Name:

Irish Dog Foods

Irish Dog Foods sought to improve productivity in their packing hall. Deploying lean supported an increase productivity of the packing operation by >10%. Additional improvements and costs savings have been realised through continuous improvement projects.

Client Name:

Hilton Foods Ireland

Using lean thinking to drive responsibility of production line leaders, Hilton Foods is developing a Lean Culture where the organisation supports front line workers to better deliver customer needs.

Client Name:

ManagementWorks

ManagementWorks is a Lean Sigma Green Belt programme delivered by LBSPartners – 5 days of intensive classroom learning and group workshops. Company results have included 50% reduction customer complaints, 50% reduction line overtime, €140K changeover savings.

Client Name:

Callan Bacon

Using Lean tools and methodologies, Callan Bacon increased the throughput of the plant by 33%; robust capacity planning module developed for the site; strong continuous improvement (CI) culture developed.