Nos études de cas

Solevo Group

Established in Ivory Coast for more than 70 years, SOLEVO is the privileged partner of industrialists and farmers. We offer a full range of solutions and products dedicated to agriculture to meet the specific needs of Ivorian farmers. We operate with a large distribution network and substantial facilities.

2018 – Présent
Implementation of Operational Excellence

Management training on Lean Six Sigma

2018 – Présent
Implementation of Operational Excellence
Management training on Lean Six Sigma

Training of project managers on the Lean Six Sigma Green Belt. Selection of Lean Six Sigma Green Belt projects.Lean Six Sigma Green Belt project management. Certification of project managers. Standardization and replication of best practices.

Our Challenges

• Improve business growth •
• Maximize working capital requirement

• Improve business profitability
• Satisfy customers
• Develop human capital

Our Results

Reduced asset rates by 50%.

Reduced editing of holdings by 70%.

Achievement of the objective of the
transmission time of assets at 1 day

Improved recovery capacity by more than 10 points

Reduction of the balance of receivables due more than 90 days
excluding disputed customers by 90%

Reduction in the number of bags torn during assembly and delivery by 50%

Quick sale of DLU products (Increase in turnover of 24k USD)

Product upgrading (repackaging): 17k USD

Revaluation by DLU extension: 38k USD

Destruction costs saved: 53k USD

Bridge Bank Group

BBG is a bank that is part of the Teyliom Côte d’Ivoire group and has existed since 2006. BBG is made up of 250 employees and has 14 agencies specifically in Abidjan and San-Pedro. We are oriented to SMEs and Individual Clients of middle and upper class

2019 – Implementation of operational excellence

Training of project managers on the Lean Six Sigma Green Belt. Selection of Lean Six Sigma Green Belt projects. Lean Six Sigma Green Belt project management. Certification of project managers. Standardization and replication of best practices.

Our Challenges

Share and convey the gains of the Six Sigma methodology

Make each internal player an ambassador for continuous improvement.

Push internal actors in search of operational excellence certification for the added value that this brings from the internal and external customer view.

Accompany change in the face of reluctance, misunderstandings and fears of both management and resource persons.

Share and convey the gains of the Six Sigma methodology

Make each internal player an ambassador for continuous improvement.

Push internal actors in search of operational excellence certification for the added value that this brings from the internal and external customer view.

Accompany change in the face of reluctance, misunderstandings and fears of both management and resource persons.

Our Results

3 Processes have been analyzed and improved (e.g. improvement of cycle times)

Account openings: Individuals (24h Vs 72h) and Companies (3 days Vs 7 days)

Placing and lifting of restrictions: 37min Vs 80min

Check order: 4 days Vs 8 days

3 Processes have been analyzed and improved (e.g. improvement of cycle times)

Account openings: Individuals (24h Vs 72h) and Companies (3 days Vs 7 days)

Placing and lifting of restrictions: 37min Vs 80min

Check order: 4 days Vs 8 days