Consulting and Training in Industrial Organization
Management of Projects and Operational Actions

Consulting/ Training/ Action/ Coaching

	Methods Industrial diagnosis of processes and means Study and improvement of working conditions – Ergonomics Setting-up of workshops and lines balancing Measure and times determination by timing Times predetermination by MOST® (HB.Maynard USA’s office) Reduction of adjustment times by SMED Settlement of Overall Equipment Effectiveness (OEE)

	Industrialization Definition of ranges and nomenclatures Integration of new products in making processes Construction and maintaining of time databases Management of industrialization projects Realization of functional specifications Value analysis Failure Modes, Effects and Criticality Analysis (FMECA)

	Production / Platform Logistics Lean Manufacturing diagnosis by Value Stream Mapping Organization of stores and storage rooms Settlement of KANBAN-pulled flows Organization of line supplying Simulation of logistics clerks’ workload

Testimony of Mr. Jean-Denis COUPE, Head of the transformation.

« A proactive and reasoned processing! » « On 22 January we have introduced changes that will result from projects and activities undertaken through the plan and ambition of the roadmap. Project leaders are now in action. Their first step is to express the resources necessary to carry out their project. The overall resources and identified and the charge will then be validated with the heads of all departments involved. The realization of these projects will also be an opportunity for managers to implement best management practices they have identified. We are finally in the concrete! I can vouch for implementation of proactive and reasoned processing. »

Christophe GIRAUD’s Experience,

ADF Energy-Development Manager.

The 5S method is part of our group’s constant policy of improvement.
We must offer our clients the perfect quality of services.
We had decided to call on an expert office with know-how and experience in this field in order to reach our objectives.

On September 2008, we conducted a prior consultation process.
The competitiveness of PRISM’s offer, their knowledge of fieldwork and their pragmatism were predominant assets in our choice.

As wood transformation is a highly competitive sector, we have always done our best to optimize our production process.
Since November 2007, we have asked for PRISM’s help on a regular basis in order to completely control our equipments. 
Together, we worked on:
- Timing campaigns, in order to define the times to be allocated to the making process.
- The development of computerized calculation bases, in order to follow up the daily activity of production means and workers.
The results we got show PRISM’s know-how in this field. A real trustworthy relation must indeed exist in this process.
We are now planning to go further with our partnership, for instance by relaunching our 5S dynamics, or by focusing on the ergonomics of our working stations…