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Berendsen Interim Leadership Case Study
Dominic Proctor • August 31, 2018
Berendsen Interim Leadership Case Study
THE CLIENT
Berendsen is part of Elis who are Europe's and Latin America’s largest textile, hygiene and facilities services partner. Headquarters in Paris and publicly owned, with gross revenue of 3.0 billion Euros and a workforce of 19,000. Berendsen Healthcare division supplied Hospital laundry linen and mop cleaning services to NHS and Private Healthcare hospitals in England and Wales. They are the largest provider of healthcare laundry services in the UK.
- Develop Target Operating Model Utilising Lean methodology and complete “proof of concept” trial which would support design and layout for future new build and capex upgrades.
- Operational productivity levels had declined in the previous 12 months which was unacceptable from the Group’s perspective.
- 50% of Healthcare customers’ contracts were due to renew in an 18-month period and there was a substantial retention risk due to poor service levels that turnover could be lost.
- Coach leadership team and ascertain suitability for succession planning.
- Established a positive relationship with all key internal and external stakeholders.
- Developed Superior Operating Model strategy which addressed matters such as risk mitigation, key milestones and scope creep.
- A strategic operational excellence roadmap was developed encompassing lean techniques such as Value Stream Mapping, Seven Wastes, Short Interval Control, OEE Metrics, Daily Level 1 team meetings and 5S utilising the “Pull” principle.
- Coached teams in Operational and Customer excellence.
- Devised Safety Strategy and coach team to adopt “Safety First” culture.
- Devised and Implemented Operational Balance Scorecard KPIs.
- Developed succession planning and operational structure for Healthcare Laundry Division.
- Total clarity for the operational teams on their personal objectives.
- £5 Million of Capex project delivered on time without causing any disruption to service levels.
- World class manufacturing status achieved as OEE improved to 83%
- Safety First culture adopted in all sites resulting in a 69% increase in reported safety hazards
- Operational Excellence strategy successfully implemented in three plants resulting in processing capacity being increased by 29%.
- Improved production demand forecasting, output performance and productivity levels which increased productivity levels by 17%.
- Improved service delivery against measured SLA’s and KPI’s resulting in 100% of major customers renewing their contract which delivered 15% Year on Year revenue growth
Bio
Dominic Proctor is the Managing Director of Matrix which provide Interim Management or Consultancy project support for Industrial Manufacturing and Logistics organisations looking to achieve breakthrough growth for their businesses through the development of Operational Excellence model which delivers transformational change. Dominic has 30 years of supply chain and operational leadership experience in Industrial Manufacturing (Berendsen & Johnson Service Group) and Wholesale Distribution (Bunzl & Rexel), he is passionate about supporting organisations to achieve Supply Chain Excellence which is achieved through a collaborative leadership style and a continual pursuit to achieve excellence. If you like to discuss a potential Supply Chain or Operational Efficiency Improvement project then you can contact Dominic for an informal discussion at dominic.proctor@matrix.org.uk.