Optimising Deal Lead Time

Work Prioritisation & Management

Client Overview

Genesis is an international aircraft leasing company. They engaged LBS Partners to support a review of their “Deal Team” process and workflow management. The current process setup had created unnecessary complexity and confusion.

Challenges

Genesis needed clarity. Internal teams felt the deal team process generated too much “noise.” Without a clear structure and standard approach, inefficiencies were building, and alignment across deal types was lacking. This was a limiting factor to scaling the organisation.

Solution:

Phase 1 :
LBS Partners worked with Genesis to map the four core deal types using Microsoft Visio. This provided a clear, visual representation of the existing processes, making it easier to spot gaps and inefficiencies.

Phase 2 :
Workshops brought together all team members involved in the deal process. We reviewed each process map in detail, identifying areas for improvement. These insights were translated into structured projects. Management then prioritised these projects, assigned owners, and set timelines.

Results

• Teams now understand and use Process Mapping as a tool for process analysis and optimisation.
• Standardised, agreed process maps were created for all four deal types: Re-Lease, SLB, Trading – Acquisition, and Trading – Divestment.
• Full team commitment to follow the new standard processes.
• Clear opportunities for process improvements were identified and prioritised across all deal types.

Technimark Alignment for Growth

Business Transformation

Client Overview

Technimark (formerly Tool & Plastic) is a leading provider of GMP Cleanroom moulding and assembly solutions. Serving global medical, pharmaceutical, and consumer sectors, they deliver competitive and innovative contract manufacturing services.

Challenges

The client needed to improve and standardize workflows across the organisation, focusing on the packaging area and warehouse in first phase. Issues included poor stock accuracy, inefficient layout, and inconsistent material handling processes, all impacting productivity and output.

Solution:

Technimark implemented a site-wide 6S program to enhance workplace organization and efficiency. Improvements were made in the Material Control Area to boost stock accuracy. A new external warehouse and process were introduced to streamline material transfers.
The team also launched the second phase of the SMED (Single-Minute Exchange of Dies) initiative to reduce changeover time. A new production layout was designed, alongside a material handling system for critical components. Finally, a PIT (Process Improvement Team) system was put in place to drive ongoing enhancements.

Results

• Revenue increased by 54%
• Raw material stock reduced by €350,000
• Stores stock accuracy jumped from 7% to 88%
• Recut and incomplete kits reduced by over 60%
• Production scheduling streamlined with an automated system
• Overall output rose by 9%
• Achieved annual savings of €160,000

These changes created a more agile, accurate, and cost-effective operation, setting a strong foundation for future growth.

Cuna Mutual

Project Management

Client Overview

CMutual Group is a mutual insurance provider offering financial services and protection products to credit unions, cooperatives, and their members worldwide.

Challenges

Following their underwriting party Covéa’s exit from the insurance market, CMutual needed to transfer a book of products to a new underwriter, Maiden. This complex transition required setting up a new UK office in Birmingham, hiring and training staff, equipping the workspace with the necessary hardware and software, and ensuring business continuity throughout. It also involved creating standard operating procedures (SOPs), service level agreements (SLAs), and key performance indicators (KPIs) for the new team. Additional objectives included building automated data warehouse feeds from software provider Insly and designing a new customer portal.

Solution

LBS Partners supported CMutual by project managing and delivering the operational setup and transition.

• Project plan and governance structures were put in place to maintain accountability between project stakeholders.
• Trello project management software supported team task completion and on-time workstream delivery.
• The life products transfer was completed in April 2022, with the non-life transfer shortly therafter.
• The Birmingham office was fully set up, and all staff were hired and trained by late May.
• SOPs, SLAs, and KPIs were successfully implemented.
• Data warehouse feeds from Insly went live in July, while the customer portal is still in development.

Results

• Successful transfer of the product books between underwriting parties.
• Resourced and supported new team onboarding in Birmingham.
• Birmingham office fully operational handling client business.
• Established metrics to manage team performance.
• Integrated all existing datasets Insly insurance software.

CPAC Modular Leading Change through Learning

Lean Training

Client Overview

CPAC Modular is a specialist in the design and manufacture of modular buildings. Their range includes both standard and bespoke solutions, available for sale or hire, and offered as single or multi-storey units. Known for their adaptability and innovation, CPAC Modular serves a wide variety of client needs

Challenges

The business operated in a traditional way, with limited formal processes in place. To support growth and improve profit margins, CPAC Modular needed to adopt a leaner, more structured approach to operations and management.

Solution:

Lean was introduced as the company’s core operating model. Seven members of the management team completed Green Belt Certification, while over 30 operatives and team leaders earned Yellow Belt Certification.

More than 20 A3 projects have been successfully delivered to date. The PIT (Performance, Issues & Targets) system was rolled out across assembly, other operational areas, and at a management level to support performance tracking and accountability.

6S and visual management tools are being gradually implemented across the factory floor to increase efficiency and maintain standards.

Results

• Capacity and turnover more than doubled.
• Margins significantly improved.
• Over €400,000 in savings directly linked to lean initiatives.

These outcomes reflect a major step forward for CPAC Modular, transforming their operations and setting the business up for long-term success.

EASTWAY

Lean & Digital Process Improvement

Customer Overview

Eastway Global Forwarding delivers reliable, customer-focused freight solutions across air, sea, and road, supporting global supply chains with responsive service, operational efficiency, and a commitment to continuous improvement.

Challenges

The business faced rapid increase in volume of work, inconsistent operating practices, and a lack of workflow visibility. There was also a need to build in-house skills to support continuous improvement. Leadership recognised that existing processes were not scalable and lacked alignment with long-term goals.

Solution:

LBS Partners aligned with Eastway to deliver a structured, hands-on lean & digital process improvement.

• Key processes were mapped and performance gaps identified.
• Alignment betwen leadership and functional teams around shared priorities.
• Digital workflows were introduced to increase visibility and efficiency.
• A roadmap of improvement projects was created, supported by standard operating procedures and performance metrics.

Results

• Tangible cost savings identified and measured.
• Continuous improvement culture embedded.
• Digital workflows enabled greater process control.
• Leadership gained data-driven insights to support decision-making.
• The company is now positioned for scalable, sustainable growth with stronger operational control and team engagement.