Since the beginning of 2024, Décovi SA has undertaken an ambitious organizational transformation to meet the challenges of its rapid growth. The main objective is to reinforce efficiency and serenity within the company. We met with Cédric Chèvre, CEO of Décovi, to discuss the reasons for this change, the first actions implemented, and the results already observed.
What challenges did you face as a result of Décovi’s rapid growth, and how did this motivate the transformation?
Over the past three years, Décovi has experienced rapid growth, which has created new challenges. Our internal processes have not always had time to evolve at the same pace. We have also taken on many new employees, and their training has not always been as thorough as we would have liked, especially during busy periods. What’s more, significant technological advances were made during this period. Faced with this situation, we decided to enlist the help of an external company to put the fundamentals back in place and structure our operations more efficiently. The primary objective of the project is to bring serenity to the company, a key word we have chosen as an indicator of success.
Why did you choose XL Groupe to support you in this transformation?
We took the time to analyze several specialized companies, and XL Groupe stood out for its pragmatic approach, perfectly suited to our specific needs. Their expertise in similar industries, both geographically and in terms of type of activity, and their ability to propose tailor-made solutions convinced us. They quickly understood the particularities of our sector and the challenges we faced, which made all the difference. Right from the start, we got on very well with their teams.
How did the transformation project get off the ground?
The first stage consisted of a complete diagnosis of our processes, which took place over an entire week in January 2024. The XL Groupe team observed our working methods, exchanged views with our staff and analyzed our organization. Some of our customers were even consulted for their opinions. This diagnosis enabled us to identify clear areas for improvement, both in terms of team management and operational efficiency. Following this, we drew up a structured support plan, or “roadmap”, with precise milestones and a realistic timetable.
What were the first actions taken after the diagnosis?
The first actions mainly concerned two areas: communication through AIC (Animations à Intervalle Court) and Lean and Lean 6 Sigma training. We launched training sessions to reinforce our teams’ mastery of tools and working methods. At the same time, we have reorganized processes to make our production flow more smoothly and balance workloads. This has also enabled our managers to focus more on strategic tasks. A 5S project has also been launched, with the intention of extending it to other areas of the company.
What are the first results you’ve seen since this transformation began?
Although we’re still in the early stages, the initial results are promising. Communication, both upwards and downwards, is working better between the shop floor and management. We’re seeing greater commitment and involvement from employees. Performance indicators are now accessible to all, and training courses have enabled some employees to improve their skills, thanks in particular to Lean 6 Sigma. The reorganization of processes is also beginning to bear fruit in terms of efficiency, and our managers are better able to manage their workloads. This has created a calmer working climate, making us better prepared to face the challenges ahead. However, this is a long-term process, and will need to be nurtured on a daily basis to continue to meet our expectations in the months and years ahead.
What are the next projects you’ll be working on as part of this support?
We will continue to optimize our processes and train our teams, while developing projects linked to the deployment of the MSP. Our aim is to create an environment in which everyone can flourish and contribute fully, with peace of mind. Our aim is not to run faster, but to run better, to use a sporting analogy.
This organizational transformation marks a key stage in the evolution of Décovi SA, demonstrating our determination to continue to perform while preserving the well-being of our employees. We still have a long way to go, but the foundations we have laid mean we can look to the future with confidence and serenity.