Projects | Orios Conseil

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OUR PROJECTS

The descriptions below relate to the projects carried out by the members of our team over the past 20 years, within the framework of various professional experiences.

Orios Conseil is assisting Veolia Eau France in the deployment of a Lean transformation program

Veolia aims to empower its teams for continuous performance improvement across the entire French territory. We were chosen to train and support Project Managers in implementing improvement projects and establishing continuous improvement routines in various regions and business areas of the company.

At this stage, our interventions have already allowed to:
• Double the productivity of a consumer service (meter changes, installation, and maintenance of communicating modules): 90% increase in the number of daily interventions and a 50% reduction in failure rate.
• Reduce by 50% the required time for an intervention within a sanitation inspection service, as well as a reduction of the appointment waiting time from 30 to 8 days.
• Reduced the rate of requests processed beyond deadline from 50% to less than 10% for a temporary connection and leak repair service.

Orios Conseil managed to improve the performance of the production teams of a mining site by over 5% in only a few weeks

A mining site belonging to Barrick Gold in Argentina chose us to design Gamification program for its operational teams.
We built a mechanism to give meaning to the work of the teams and create healthy competition to meet challenges while aligning with the company's objectives.
The results were visible in the first few days after the program's launch, with a 5% increase in team productivity, and the teams embraced the project with enthusiasm.

Orios Conseil assisted the Prefecture of Police in Paris in improving its efficiency and constructing its digital roadmap
The DTTP (a division of the Prefecture of Police of Paris) wanted to determine which of its processes were the best candidates for digitization.
We conducted a diagnostic of their processes to identify the best opportunities for improvement, whether they were operational or digital in nature, and designed target processes based on these approaches.
As a result, we were able to design the DTTP's digital roadmap, while also improving the efficiency of their processes, reducing the processing times for applications, and alleviating the workload of their teams through operational levers.

Orios Conseil conducts project management and change management training for the IRA (Regional Institute of Administration) in Nantes.
As a cross ministry vocational training school, the IRA in Nantes is tasked with recruiting and training administrative executives throughout their professional careers.
Since 2021, the IRA in Nantes has chosen us to develop and deliver its program on project management and change management training, and we have already welcomed over 300 executives in our sessions.

Our teams have provided operational excellence trainings for over a dozen public organization, aiming to instill a continuous improvement culture within the community of public service employees.
3 modules available:
• Sensibilization: one day of training for a “while belt” presenting an overview of the approach and its key principles.
• Accelerated training: “Yellow Belt” for individuals participating in a project
• Project management training: “Green Belt «allowing individuals to fully lead a DMAIC project on their own
In addition to those trainings, the team has provided a training to people over the course of several months, allowing them to lead multiple dozens of projects.

Our team carried out a cost reduction program for the 'non-core' maintenance of a major automotive equipment manufacturer in two plants in France and two plants in the United States.
• Supplier contract renegotiation: 4% reduction in non-core maintenance budget.
• Optimization of forklift fleet utilization: 2% reduction.
• Optimization of the 'Make or Buy' strategy: 2% reduction.
• Identification of waste valorization channels: 0.5% reduction.
• Improvement in the procurement of tools and spare parts: 5% reduction.
• Reduction of energy consumption in the plants: 0.5% reduction.
Improvement of production machine maintenance processes through Lean Six Sigma methodology: 1% reduction.

Our teams worked on optimizing resource allocation for a major French bank. The project aimed to identify workload reductions in head office services to transfer resources to the sales force:
An approach through value analysis to identify the priority scope.
Optimization of all head office processes.
Conducting an HR workshop to assist management in identifying the skills to be transferred to the sales network.
This resulted in the drafting of action plans, the development of target structures, and the creation of implementation schedules.
Outcome: A 30% increase in productivity across all services that underwent the process, with a 5% increase in the sales force.

Our team worked on developing a Lean culture within a large public organization aimed at reducing processing times for procurement procedures, contract awarding, and invoice payments.
This two-year project covered all 7 processing platforms and around twenty satellite sites.
The Lean approach applied to these processes focused on 10 key areas, such as the quality of incoming files, validation workflows, monitoring tools, and task allocation.
Results:
• Reduced workload for teams
• Processing time reduced by 30% to 60% depending on the site
• 76% decrease in the backlog of invoices to be processed
• Improved working conditions and well-being of employees
• Improved satisfaction of internal clients
80% reduction in the amount of fixed interest paid by the public service due to late payment of invoices.

Our teams have used Lean principles to reduce the workload and improve the working conditions of healthcare teams while enhancing the quality of care provided to residents in nursing homes (EHPAD) and specialized care homes. We have also applied Lean to improve the management and administration of admission and billing processes.
Results:
Reduced workload for teams
Improved working conditions and well-being of employees, leading to a reduction in absenteeism
Improved local and national management and control systems.

Our team worked on improving maintenance activity preparation through an operational excellence project and the study of opportunities presented by digital tools.
In anticipation of a major overhaul plan within a nuclear power plant, we deployed an optimization project for the preparation of maintenance activities. The goal was to reduce the number of postponed planned activities, with the aim of:
• Reducing reactor shutdown duration for maintenance.
• Improving the efficiency of the teams.
• Reducing the waiting time (downtime) of maintenance contractor teams.
The project focused on three processes, along with a supporting approach:
• Management of activities during Reactor Operation (TeM).
• Regime requests.
• Logistic requests.
• The study of the potential of digital solutions (drones, virtual reality, tablets, smart glasses, etc.) in the preparation and execution of activities.
Estimated gains:
• 45% reduction in the number of activities that needed to be postponed.
• 40% reduction in the number of activities that started late on the scheduled day.
• A case study on the deployment of virtual reality solutions to reduce the need for field visits, with an estimated gain of over one million euros per year, becoming profitable within 2 to 3 years.
• There were 17 other improvement projects, of which 14 were approved by the site's management.

From 2018 to 2020, our team implemented a major operational excellence program for the Bissa-Bouly mine in Burkina Faso:
• Installation of solar panels: 20% of the site's energy needs, 10% reduction in the total energy cost.
• New shift change procedures and improved lunch breaks: +9% daily production.
• Optimization of operator teams: +18% daily production.
• Better organization and reduction of daily service times: Improved OEE/TRS by 4 points.
• Optimization of condition monitoring and maintenance planning: +5 points equipment availability.
• Automated root cause analysis tools for production stoppages at the plant: +5 points production time.
• Optimization of the process for opening satellite pits: 50% reduction in opening times

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