How can GOODIEBOX; implement, apply and benefit from different management systems (Lean Six Sigma, Environmental Management Systems, Quality Management Systems, Corporate Social Responsibiliity) while on the same time seeking to optimize the processes and reduce costs?

Development project with Danish and international students in collaboration with an external company.

We can conclude that there are many principles and theories on the term LEAN. It is a lifestyle and for most companies, a new way of thinking. Furthermore, it is about obtaining a continual even flow- to do more and more with less and less while using a minimum of time and resources. LEAN is about focussing on the customer satisfaction and product qualities, and the several tools and theories applied on this topic will explain how a company can strive for continuously improving their processes.
The report clearly states that the most urgent improvements can be done in the Sourcing department of GOODIEBOX. The Value Stream Map demonstrates a number of areas under this part of the process that could be improved or made to be more efficient. The tool has shown that the companies main issues are in the muda type one -time on hand- because of the many approval stages the sourcing department knows. This can be more efficient if they used templates and more standardization files during their activities.
Additionally, some policies can be standardized as well, for example the way they store their files and documents on the cloud or drive. The 5S method can help GOODIEBOX in becoming more efficient in their daily work at the office and will allow them to categorize different folders to reduce waste. One of the main issues in GOODIEBOX’s VSM was the lack of standardization. We propose they create a Kaizen event for 1-3 days to get on the same page and use this time to standardize all that can be standardized (for example the contracts to the suppliers).
Furthermore, some CSR initiatives should be implemented as well. If they start following the UN Global Compact policy, they could ensure the media and their customers that the conditions in which their suppliers work are aligned with the ten values in the area of human rights, labor standards, the environment and anticorruption.
The responsibility of the working conditions in China lies with GOODIEBOX, as they hire the suppliers. Making sure that GOODIEBOX maintains their good reputation is of great value. We have proposed different methods on how GOODIEBOX can implement these initiatives.
All in all, we believe that our suggestions can aid in making GOODIEBOX’s processes more LEAN considering how some major activities in the Value Stream are actually outsourced by third-party vendors. While LEAN management may not be the ideal way to manage the company as a whole, it will help run the internal processes more smoothly. As Henry Ford once said, “If you always do what you did, you’ll always get what you got” and we hope to see GOODIEBOX reach new heights in the near future.