Consultancy image

Consultancy

Operational Due Diligence

Investing, Divesting, Acquiring

Lauras International has specific expertise enabling us to offer exceptionally powerful operational due diligence assessments for businesses looking to divest or acquire manufacturing operations.

Read more

 

Lean Manufacturing Audit Compliance

Helping you profit from your Lean Audit

Worried about getting value from the new supermarket audits? If you don’t customise your Lean Audit framework for FMCG it can slow down your rate of return and drive the wrong actions – whilst making the right choices will give you a competitive advantage. Our approach to tailoring your Lean Manufacturing framework will mean it delivers payback in 6-9 months.

Read More

Interim Placements

Supporting organisational capabilities

Lauras International can provide short-term, interim managers to support organisational capability towards improvement. We will only recommend highly experienced interims, with the right skill set – whether you are looking for operations, production, engineering, or technical managers skilled in operational efficiency improvement.

Contact Us

 

Coaching & Mentoring

Helping people excel in their roles

All Lauras International mentors have significant manufacturing and management experience gained through years of managing people in a manufacturing environment. Their guidance will be based on their past experience which means that they will share those experiences, including their mistakes, for you to learn from.

Read More

Testimonials

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

Over the past three months I have been concentrating mainly on changeover reduction, waste reduction and increased throughput. There has also been a challenge to behavioural patterns. All of these efforts have been using the knowledge that you gave me and I am delighted to say that all have been successful, culminating in increased throughput, less waste and an increase in OEE from an average of 78% to around 90%. There has also been a marked improvement with people issues.

Alwin Waterhouse, Improvement Manager, British Bakeries