Lead Time Improvement on the Order-to-Delivery Process: A Case Study on a Paint and Coatings Company

Abstract

This thesis investigates strategies to enhance lead time performance in the order-to-delivery process of a specialized product in the paint and coatings industry, serving a specific regional market. The study applies Lean Six Sigma’s DMAIC framework to analyze the current state, identify challenges, and develop actionable solutions to achieve operational excellence and meet customer expectations. The research combines qualitative and quantitative methods, including process mapping, stakeholder interviews, and data analysis. This study identifies the primary issue of extended lead times exceeding service levels, resulting in delays, customer dissatisfaction, and diminished responsiveness.

Key findings reveal that a small percentage of products account for a significant portion of lead time challenges, underscoring targeted opportunities for improvement. Proposed solutions include creating an integrated supply chain grand design, mapping end-to-end processes, standardizing documentation and communication, fostering a culture of continuous improvement, and implementing regular evaluations of tools and methods. Feasibility assessments using SWOT and cost-benefit analyses prioritize immediate standardization and phased implementation of more complex strategies. Validation through stakeholder feedback and triangulated data analysis supports the practicality and potential impact of the recommendations.

This study contributes actionable recommendations for streamlining the order-to-delivery process. These include establishing a clear process blueprint with defined roles and responsibilities, leveraging data-driven decision-making, enhancing process standardization, cultivating a customer-centric mindset, and proactively monitoring tools and processes for continuous improvement. The findings provide a robust framework for addressing lead time challenges and driving sustainable operational improvements.