Cost reduction and operational transformation with measurable results 

Oporto Forte Group has implemented a structured programme of Lean Six Sigma in a large industrial company, with the aim of transforming processes, developing internal teams and generating concrete financial results. 

The project was developed as part of a Operational Excellence Programme, involving the entire organisation, from top management to operational teams. 

Challenge 

Before implementation, the company faced challenges typical of industrial operations: 

  • Processes with high variability 
  • Significant operating losses 
  • Lack of standardisation 
  • Decisions based on perception, not data 
  • Low integration between areas 

Despite previous initiatives, the results were not sustainable. 

Project objectives 

The programme has been structured to: 

  • Implement Lean Six Sigma as a management model 
  • Sensitising top management 
  • Training professionals to lead projects 
  • Certifying Yellow Belts and Green Belts 
  • Reduce waste, errors and variability 
  • Increase operational efficiency 
  • Creating a data-driven culture 

Strategic approach 

Implementation as organisational transformation 

Unlike traditional programmes, Lean Six Sigma has been applied as a real transformation model: 

  • Training integrated with implementation 
  • Projects with defined financial targets 
  • Continuous follow-up with specialists 
  • Step-by-step validation 

Implementation model 

Programme phased in waves 

The implementation was structured in cycles (waves), each lasting approximately 6 months. 

Each wave included: 

  • Selection of priority projects  
  • Team formation  
  • Practical implementation  
  • Weekly follow-up  
  • Validation of results  

Each phase had an impact before the expansion 

Programme structure 

A complete programme, from diagnosis to certification 

The programme was structured in three progressive stages, ensuring strategic alignment, team training and the generation of financial results. 

1 - Sensitisation - Senior Management

  • Audience: Senior management and directors  
  • Objective: Strategic alignment and leadership commitment  

At this stage, the leadership was involved in the transformation process, ensuring institutional support, defining goals and prioritising projects. 

2 - Yellow Belt - Operational Base 

  • Audience: Analysts and support teams  
  • Objective: Understanding the Lean Six Sigma methodology and tools  

This phase made it possible to create a solid foundation within the organisation, preparing the teams to support the improvement projects. 

3 - Green Belt - Project Execution 

  • Audience: Strategic profiles and future improvement leaders  
  • Objective: Execution of projects with financial results  

The participants led real projects using the DMAIC methodology, with defined financial targets and continuous monitoring.

This structure guaranteed not just training, but real implementation with measurable results. 

Methodology applied 

The programme followed the DMAIC: 

  • Define - identifying problems and targets 
  • Measuring - performance analysis 
  • Analyse - identifying root causes 
  • Improve - implementing solutions 
  • Control - sustainability of results 

With weekly mentoring and validation in stages. 

Team involved 

The programme involved the entire organisation: 

  • Senior management (strategic alignment) 
  • Project leaders (execution) 
  • Operational teams (implementation) 

With direct support from: 

  • Master Black Belt (OFG) 
  • Project coordination (PMO - OFG) 

Results achieved 

Financial and operational impact 

  • 36 employees trained 
  • Projects with clear financial targets 
  • Identification of critical root causes 
  • Elimination of operational losses in the order of millions of reais 
  • Significant evolution in operational maturity 

Measurable results directly linked to the business 

Impact on organisational culture 

The implementation generated a profound transformation: 

Focus on quality and efficiency 

Reduction of errors, waste and variability 

Team engagement 

Active participation in problem solving 
Development of new internal leaders 

Decisions based on data 

Use of metrics and statistical analysis 
Elimination of subjectivity 

Collaboration between areas 

Breaking down organisational silos 
Integrated work between departments 

Culture of continuous improvement 

Adoption of methodologies such as DMAIC and PDCA 
Structured feedback routine

Next steps 

Due to the results obtained, the programme moved towards expansion: 

  • Implementation in new units 
  • Training new professionals 
  • Expansion of improvement projects 

More than a project: a structural change in the company. 

Do you want to generate results like these in your company? 

OFG implements Lean Six Sigma with a focus on real and measurable impact. 

Talk to our team and find out how to apply this model to your operation. 

Talk to a specialist