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M&S Lean Audit: What’s missing for FMCGs?

This blog is part of an editorial series written by Jeremy Praud, Head of UK & Europe. This is now my fourth blog…

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FMCG Lean Audits: choose from the Toolkit with caution

This blog is the third in a series written by Jeremy Praud, Head of UK & Europe. In my first two blogs in…

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Lean Audits drive action – but is it the right action?

This blog is the second in a series written by Jeremy Praud, Head of UK & Europe In my last blog I…

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The Benefit of Continuous Improvement Audits

This blog is the first in a series written by Jeremy Praud, Head of UK & Europe With GCSE and…

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What does a ‘Standard Day’ look like for FLMs?

Written by Senior Consultant, Nathanial Marshall. How many fires have you put out today? Do you feel that the days…

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A 3 step process to save time

Written by Nathanial Marshall, Senior Consultant at Lauras International. Recently, whilst running an improvement workshop, there was a delegate who turned up…

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Firstly, Reckitt Benckiser and Lauras pulled together to improve efficiency levels and there was a focus on both external and internal resources. Before Lauras arrived efficiency was not good. Secondly, there was good methodology and training using operators to support its implementation. Thirdly, there was daily and hourly focusing on performance. Since Lauras left, improvements have been sustained.

Bart Derde, Supply Projects Director (Europe), Reckitt Benckiser

Before Lauras came we were facing the looming recession as a premium supplier with huge pressures on our margins from the trade. By improving our efficiencies we have been able to maintain our bottom line over the current ‘crisis’. I would recommend Lauras International to any Food or Pharma business that wants to achieve rapid and sustainable productivity improvement.

Andrew Shaw, Supply Chain Director, Seven Seas