Download the file. - Groupe Seb

The Group is unique in that it manufactures
70% of the products it sells. What are
the implications of this choice?
T
he Group has a strong internal production tool, which is
versatile, competitive and atypical for our industry.
Our role is to maintain this strength and enhance the
performance of our facilities to ensure long-term success.
Our projects – whether they are about permanently
improving our productivity, creating common and shared
performance indicators or standardising our processes –
are leading us in this direction.
Is a genuine industrial community
being brought about by these projects?
W
e are actually trying to encourage internal initiatives and
the exchange of good practices by generalising our
programme for continuously improving industrial performance,
OPS*. We count on everyone’s involvement to
permanently improve the quality of our products and
optimise our costs and resources, whilst guaranteeing the
respect of our environment and understanding for our
employees. Our main priority for 2012 was to continue with
the progress we have already made in terms of safety.
How can the Group remain agile in an industry
marked by shorter product lifecycle inventory
drawdowns in retail?
Agility is crucial and plays a role at a very early stage in
the process. First of all, it is essential that we establish
precise sales forecast, in order to anticipate production
and optimise supply chain. Our internal industrial tool
provides us with a competitive level of flexibility compared
with competitors, who are mostly dependent on
suppliers based far away. An organisation based on production
platforms with late product differentiation
enables us to serve our markets efficiently and
according to their specific needs. Finally, we permanently
enhance our methods to further improve our ability to
react with our current suppliers.
*Operation Performance SEB