An understanding of management systems and improvements to processes


In the current scenario, businesses are facing challenges that force them to devise strategies that focus directly on ensuring they work effectively and efficiently, so that the Results obtained guarantee the sustainability of their Organization.

The current economic climate has driven many organizations to address their improvement projects from approaches that differ radically from their usual stances. As a result, priority now goes to projects primarily aimed at producing tangible results, so that, downstream (and once the improvement is firmly in place), they can stabilize these improvements through management systems, processes and operations, thus breaking with the traditional approach of addressing Management Systems (Quality, Environment, Safety, etc.) in the confidence that they will generate positive results:



This approach is not at odds with the improvements gained from traditional approaches, where standardizing patterns of behaviour and activities involved in managing different internal procedures entails introducing the improvements identified during the brainstorming and discussion exercise associated to the analyzed tasks.

To address this new Improvement approach, and leveraging on the expertise gleaned by our professionals throughout 20-plus years of assignments, we offer public and private sector organizations this consultancy service, purpose-designed to respond to the specific needs conveyed to us by our customers. These needs may entail developing the following services aimed at optimizing the following parameters:

  • Delivery or completion dates, reviewing the different aspects that affect them and analyzing whether they conform to customer and market requirements, and also if they can be optimized or reduced.
  • Production / operating costs, to make each Organization more competitive on the market and make its products / services more profitable.
  • Defects / Rejects / Incidents, analyzing the causes behind them and drawing up action plans specifically aimed at reducing them, so as to offer levels of quality associated to excellence.
  • Processes, consistent with the aforementioned approaches, so as to review operations and achieve the required reduction in time, costs and defects. As a part of this process reengineering, innovation is treated as an ingredient of improvement.

To achieve these objectives, what we do is to conduct an analysis of your operational processes in order to identify the current level of productivity and management, then draw up action plans and thus achieve the desired improvement. These action plans can deliver significant management-related improvements, redesigning processes, adapting the organization and resources and implementing the required operating systems so as to consolidate the long-term improvements achieved.


LEAN methodology-based improvement projects.

Using LEAN methodology to carry out improvement and cost savings-oriented projects mainly allows one to adapt production systems or service delivery to any modifications and changes in demand, producing the goods needed at the right time and in the right amounts, doing away with any activities and actions that provide no value to customers.

LEAN management methodology therefore combines a set of principles and tools that aim to improve process efficiency as a whole, by applying techniques to adjust the services and pace of activity to actual customer demand from time to time.

Applying LEAN principles and tools provides radical improvement in typical production parameters:

Applying LEAN principles and tools provides radical improvement in typical production parameters:

  • Lead times are cut enormously by removing the flow interruption and waiting times typical of batch production processes.
  • Productivity is boosted significantly by cutting down on the resources utilized and increasing deliveries in time unit terms.
  • Minimizing batch jobs radically reduces inventories and build-ups throughout the process.
  • Quality improves as the smaller-sized batches have fewer defects that cause less impact.
  • Quality improves due to the lower impact of errors triggered by information losses during interruptions in process interfaces, and to the greater visibility of the quality problems that arise while endeavouring to maintain a constant flow.

Enhanced Productivity

Optimizing operations/ production management systems entails working with different tools that are applied in line with each Organization’s specific needs. NamelyMejoraProductividad2

  • Value Stream Maps,
  • Bottleneck identification and waste elimination.
  • Job Organization or 5S.
  • Job time measurement and optimization.
  • Single-Minute Exchange of Die (SMED) techniques
  • Total Productive Maintenance (TPM)
  • Six Sigma Tools and Methodologies.


Process re-engineering

As an improvement-oriented tool, changing to Process-based Management means establishing a management system to ensure that decisions made in an Organization are underpinned by the results obtained in the processes that take place within it and that, therefore and consequently, serve to improve them. These kinds of projects are typically divided into the following tasks:MejoraProductividad3

  • Identifying the organization’s processes, including a documented definition and description that states the criteria and responsibilities associated with the performance of such processes.
  • Identifying and defining the indicators that provide the maximum amount of information about whether the processes are achieving the planned results, providing a Scorecard for Management.
  • Establishing appropriate parameters for the indicators identified, in alignment with the Organization’s strategic focus.
  • Identifying opportunities for improvement to be included in the different operational and support processes, and their feasibility (cost – benefit) analysis.
  • Effectively implementing the agreed improvements in the processes, including their re-engineering to the appropriate level and incorporating the know-how derived from R&D&i.
  • Supervising the effects / improvements arising out of the changes made.


Construcción de cuadros de mando integrales

Las estrategias marcadas por la Dirección llevan aparejadas el establecimiento de una serie de objetivos en los distintos niveles de la Organización. Como herramienta de mejora, el seguimiento de estos objetivos se debe realizar a través de un Cuadro de Indicadores de Gestión de la Organización, que proporciona las siguientes ventajas:MejoraProductividad4

  • Son la base para la toma de decisiones en los distintos niveles de Gestión.
  • Proporcionan a la Dirección una información continua de la marcha de los procesos y actividades dentro de la Organización.
  • El “simple” hecho de medir, hace que el personal de la Organización enfoque sus esfuerzos a conseguir los resultados esperados.


Building balanced scorecards

The strategies laid down by Management entail establishing a number of goals at different levels throughout the Organization, As an improvement tool, these goals must be tracked through the Organization’s Balanced Scorecard, which provides the following benefits:

  • They are the basis for decision making at different levels of management.
  • They give Management continuous information on the progress of the processes and activities within the Organization.
  • The “simple” fact of measuring them makes the Organization’s staff focus their efforts on achieving the expected results.

Improvement Groups

These projects serve to teach the Organization’s own professionals different communication, motivation, encouragement, and leadership skills that allow them to lead Continuous Improvement Groups and thus implement effective work dynamics capable of stimulating the group, providing creative solutions to problems and / or improvement of services and processes in an efficient manner.

Training and Awareness-raising

An essential and undeniably effective way of achieving the required Improvement in the Organization, from a global perspective, is by engaging in training and awareness-raising with the Organization’s workforce. EUROCONTROL’s capacity for providing training courses tailored to each customer is underpinned by its technical and practical knowledge of the subjects taught, on its track-record in organizing such courses and by its own professionals’ training and industry knowledge. In addition to its experience in designing and giving training courses, EUROCONTROL arranges training schemes both directly for any Organizations that request them, and through Business Schools or Training Firms that request our services to organize and give training courses on either on a classroom or online basis.

The professional background of EUROCONTROL’s staff and in-depth knowledge of such a broad array of sectors and industries mean that each training course or activity can be tailored to every customer’s specific line of business.