In the 1990s, the French company Qatar Phone Number List specialized in PPE (Personal Protective Equipment) bought a family-run company (the Giffard company) which manufactured masks in Plaintel near Saint-Brieuc. Dalloz took the name Bacou-Dalloz in 2001, then changed its name again in 2003 and is now called Sperian. In 2005, I imagine in particular after the SARS-Cov-1 alerts in Asia, the State undertook to order nearly 200 million masks per year from Spérian and the Plaintel plant in particular. But from September 2010, or 3 months after the end of the H1N1 flu pandemic! the state withdraws and stops buying masks.

On the same date, the Sperian group was bought by the American group Honeywell. The full France-Info article is here . Divergence between local economic interest and the economic intelligence of the sovereign state? Is there a link between the State’s withdrawal from these mask orders and the takeover of Sperian by an American company? Recent news tends to say the opposite since it seems that the French state has generally ceased to supply its strategic stocks of masks around that time. Nevertheless, one can, in my opinion, make the assumption that the redemption of Sperian by the great American Satan was seen

Brief Reminder Of History

as a good thing for certain politicians or high officials, because allowing the continuation of activity in spite of the disengagement of l ‘State. Lean Management involved? The France Info article then quotes testimonials from employees of the Plaintel plant: We discovered the Honeywell system, testifies Antoine *. They call it the ‘Honeywell operating system’, which is actually lean management, meaning: the lean factory. The goal is to eliminate all waste through a multitude of often grotesque procedures. To think was already to begin to disobey. Standards had to be applied… even completely stupid ones. There was a system called ‘5 S’ which established a whole series of rules

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for storage pushed to the extreme: each trash can, telephone or even magazine had to have a well-defined place. It was nonsense. Honeywell also applied the technique of gemba, a Japanese word meaning ‘on the ground’. The goal was to bring in the managers in force within the factory, which greatly stressed the employees. ” “Honeywell was constantly monitoring raw material inventories,” adds Damien *. You should not exceed a certain level in order not to lose money… because a stock is money tied up. And so this stock was falling steadily. Except that when we had to supply large quantities to meet a customer’s demand,

Lean Management Involved

we no longer had the capacity to do so. The client had to wait three months. Suddenly, he was going to look elsewhere. It was a vicious circle: due to lack of orders our production was decreasing, so our stock was decreasing… which again caused production to decrease. ” What to think of it? It is impossible to judge on the basis of these few testimonies. However, it is useful to recall some fundamentals of Lean Management to shed light on what may have happened. Lean Management without the voice of the customer, is it possible? The first foundation of Lean Management is the voice of the customer.

Apply Lean Management tools such as those mentioned above (5S, elimination of waste, Gemba, reduction of stocks …) without linking them to customers, orders, sales forecasts, specifications resulting from listening to the customer… it boils down to cutting costs and generally going into a downward spiral. Perhaps it was already too late, and the group in general or the Plaintel plant in particular had already lost too many markets and customers to be able to bounce back when the Americans wanted to set up the “Honeywell operating system” . In any case, doing Lean Management which is not, above all, driven by the “voice of the

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