Lean transformation of the Marketing processes at Statoil retail

2012

Our mission

  • Perform a full Lean pilot in the full end to end process of campaign production in one country and at EU level in order to identify and start implementing improvements
  • 22 weeks program including a diagnostic, design and implementation phase
  • Secure an improvement plan following the pilot in order to sustain the implementation of the required changes
  • Coach 2 navigators so they become autonomous lean experts at the end of the pilot

End Results

  • Efficiency gains of +/- 20 % were reached in the pilot country.
  • The time required to produce a campaign was improved with 12 %
  • A new simplified campaign structure and team organization was defined
  • A new EU centralized dB on products and campaign sign was set up
  • Material Supplier’s contracts were centralized

The Group CEO said:

“The one-on-one coaching sessions I got from CSI before and throughout the program, proved to be instrumental in helping me make the tough decisions and getting every one of the MT on board and enthusiastic.”

Approach

  • Diagnostic
    • Survey customer response on products and campaigns (e.g. ifo channel used)
    • Waste / hindrance analysis of end to end process across all departments
    • Review of IT tools, meeting structures, performance follow, Roles and Responsibilities, Joint marketing revenue contracts, supplier relationships and network operations/feedback regarding campaign execution
  • Design
    • Redesign campaign hierarchy and structure including roles and responsibility at EU and country level
    • Remove waste / hindrance in interfaces between departments involved in the end to end process
    • Tender Agency/Print/ Distribution operations
    • Redesign campaigns signs management system / Optimize sign variation
    • Design standards for product and joint marketing revenue deals selection.
    • Redesign product supply process to the stations
  • Implementation
    • Implement new channel mix
    • Implement designed process improvements
    • Work out detailed step plan for reorganization
    • Work out detailed step plan for production and implementation of new tools

Main challenges

  • The new owners had a very specific view on marketing that needed to be merged with the Lean way of thinking.
  • Many other projects were ongoing in all countries locally that had to be coordinated with this overall project
  • Near the end of the project a totally new team came in at the top – the project findings had to be adopted by the new team as well.

Back to top