Logistics is a critical activity in a distribution company. In the case of Consum, this reality is multiplied by the scale of its operation: more than 6 million pallets managed per year and more than 2,500 people working in its logistics platforms. From the logistics management, the situation was clear: to guarantee excellence in store service and, at the same time, improve people satisfaction, it was necessary to evolve their continuous improvement system towards a more structured, agile and process-oriented model.
The challenge: growing efficiency without losing focus on people
Consum had been working on continuous improvement in its platforms for years. However, the organization’s own growth and operational complexity made it clear that a further step was needed:
- Speed up improvement of logistics processes
- Increase robustness and operational standardization
- Improve communication between teams and levels
- Strengthen people engagement and well-being
The goal was not only to improve results, but to do it in a sustainable and shared way.
The turning point: a diagnosis and a clear methodology
After analyzing in detail the functioning of its platforms, Consum carried out a diagnosis that revealed the need to evolve its continuous improvement system towards a more structured and process-focused model. The goal was clear: accelerate operational improvement without losing the participatory essence that was already part of its culture.
Based on this analysis, the organization decided to implement the Lean methodology in its food and fresh logistics platforms, starting with the picking area and gradually extending it to the rest of the areas. The implementation was designed as an organized process, with a clear roadmap shared across the entire organization.
One of the key pillars was training. The project started by involving all levels, from platform management to middle managers and operational staff, with the aim of ensuring that everyone understood the basics of continuous improvement and their role within the system.
In parallel, work was done on designing the daily management system: the organizational structure was reviewed, autonomous working groups (GAPs) were defined, and standardized meetings were established to structure communication and bring coherence to daily decision-making.
Continuous improvement in action: data, people and daily decisions
One of the key aspects of the implemented model is that continuous improvement is part of the teams’ daily routine. Through autonomous working groups, people actively participate in managing their processes and analyzing the indicators they themselves feed.
Each day starts with the Top 5 meeting, a short and structured space where results are reviewed, deviations are identified and improvement actions are defined. This dynamic has significantly reduced reaction times to problems and has given teams greater autonomy in decision-making.
The shared feeling is clear: people feel heard, involved and part of the improvement. Communication is more direct, more transparent and closer, both within teams and with support areas.
Kaizen workshops and standardization: improving today and sustaining tomorrow
The Lean system implementation is also supported by Kaizen workshops, where people from different areas and levels of the organization participate. These spaces allow processes to be analyzed in depth, problems to be clearly defined and new ways of working to be agreed upon.
The goal is not only to solve specific issues, but to redefine process standards and ensure that improvements are sustained. Thanks to this way of working, managing such a large group as the logistics platforms has become more agile, more precise and much better coordinated.
Improving upward, downward and horizontal communication has had a direct impact on the speed of improvement actions, strengthening the overall effectiveness of the system.
Results: impact on operations and people
The implementation of the Lean model has generated clear improvements in operational efficiency and logistics results. Processes are now more robust, management is more agile and problem resolution is faster and more structured.
However, Consum particularly highlights the positive impact on people. Team involvement has increased, motivation levels are higher and well-being in workplaces has been strengthened. Continuous improvement is no longer seen as a one-off initiative, but as a natural way of working.
Looking ahead: an increasingly sustainable system
For Consum, implementing Lean was not an end point, but a new starting point. Once the system was consolidated in its logistics platforms, the organization is already working on the next challenges: advancing the digitalization of the management system, continuing to train the management chain, externally certifying the Lean model and extending it to new logistics areas.
The goal is clear: to keep evolving the system so that it becomes increasingly robust, efficient and fully sustainable over time.
Is your logistics operation becoming more complex and do you need a system that helps you improve efficiency and service in a sustainable way?