Invenys Consulting Ltd

A national electricity utility was facing increasing pressure to improve grid reliability, reduce system losses, and strengthen operational resilience, while aligning with sustainability and energy-transition goals under a large, donor-funded infrastructure program. Persistent outages, inefficiencies in outage response, slow customer connection processes, and rising technical and commercial losses were impacting service delivery and public confidence.

Invenys Consulting was engaged to embed a culture of data-driven decision-making and continuous improvement at senior leadership level. We designed and delivered a tailored Lean Six Sigma program grounded in the DMAIC methodology and aligned to real operational priorities.

The engagement focused on:

• • Reliability improvement through SAIDI and SAIFI reduction initiatives
• • Optimization of outage management and fault response processes
• • Streamlining of new customer connection workflows
• • Identification and reduction of technical and commercial losses
• • Leadership capability building using practical case studies, value-stream mapping, and live improvement projects

Rather than theory, the program emphasized hands-on problem solving, measurable targets, and ownership of improvement initiatives by senior managers.

Within months of implementation, the organization achieved measurable and sustained improvements, including:

• • 15–25% reduction in outage duration and frequency across targeted network segments
• • 10–18% improvement in outage response times through clearer workflows and accountability
• • 20% reduction in process waste within selected customer connection and maintenance processes
• • Strengthened leadership capability to identify inefficiencies, prioritize improvement initiatives, and sustain performance gains

The engagement directly supported the utility’s broader mandate of delivering more reliable, efficient, and sustainable energy services, while leaving behind internal capability to drive continuous improvement long after the program concluded.

A mid-sized engineering and manufacturing firm faced persistent challenges with inaccurate Estimated Delivery Dates (EDD), leading to delayed deliveries, strained customer relationships, and inefficiencies across its supply chain and production planning functions. In addition, operational processes lacked standardization, visual control, and flow discipline, limiting scalability and consistency.

Invenys Consulting was engaged to improve delivery reliability and embed a culture of operational excellence across the organization.

A Six Sigma project was led using the DMAIC methodology to address EDD inaccuracies. Through data analysis, root cause identification, and process redesign, key drivers of delivery deviation were eliminated and control mechanisms established to sustain performance.

In parallel, a two-year Lean transformation program was implemented to strengthen daily operations. This included hands-on training and rollout of core Lean tools such as 5S, Standardized Work, Process Flow optimization, One-Piece Flow, SMED, Total Productive Maintenance (TPM), and Visual Inventory Management. The focus was practical adoption, leadership ownership, and measurable results.

• 📦 30–40% reduction in EDD deviations
• ⏱️ 20–25% improvement in on-time delivery performance
• 🔄 Faster changeovers through SMED implementation
• 📉 Reduced downtime via TPM-led maintenance practices
• 🏭 Lean capability embedded across operations for sustained improvement

The organization achieved more reliable delivery commitments, improved customer confidence, and a more responsive, efficient supply chain. Beyond immediate performance gains, Lean and Six Sigma capabilities were institutionalized, enabling teams to continuously identify waste, improve flow, and sustain operational excellence.

A large manufacturing organization operating in a highly regulated and resource-intensive sector needed to strengthen its sustainability reporting and ESG governance. While multiple environmental and social initiatives were already in place, data was fragmented across departments, reporting lacked consistency, and there was limited alignment with global ESG frameworks and regulatory expectations. This made it difficult to demonstrate performance, track progress, and communicate credibly with stakeholders.

Invenys Consulting was engaged to design and deliver a comprehensive, data-driven Sustainability Report aligned with global best practices.

We led the end-to-end development of the report in line with GRI 2021 Standards, integrating key ESG frameworks including carbon accounting across Scope 1, 2, and 3 emissions, circular economy principles, and resource-efficiency metrics. A structured data-collection process was established across production, energy, supply chain, and compliance functions to ensure accuracy, traceability, and audit readiness.

The engagement also incorporated alignment with national and international regulatory requirements, including environmental compliance and responsible sourcing standards. Key sustainability initiatives were clearly documented, performance indicators defined, and long-term Net Zero targets embedded into the reporting framework.

Results:

• 📊 GRI-aligned Sustainability Report delivered end-to-end
• 🌍 Full carbon footprint mapping (Scope 1, 2 & 3) established
• ♻️ Circular economy initiatives formally measured and reported
• 💧 Improved water & energy performance tracking
• 📑 Regulatory-ready ESG disclosures with strong audit traceability
• 🎯 Clear Net Zero targets & KPIs defined for future tracking

The organization achieved a credible, transparent, and globally aligned Sustainability Report that strengthened stakeholder confidence and regulatory compliance. More importantly, a structured ESG reporting foundation was established, enabling continuous performance monitoring, informed decision-making, and long-term sustainability strategy execution.

A large, complex manufacturing organization needed to strengthen quality management and energy performance while meeting growing regulatory, customer, and cost-efficiency pressures. Existing processes were inconsistent, documentation was fragmented, and energy use was not systematically measured or optimized, limiting the organization’s ability to drive performance improvements and sustain compliance.

Invenys Consulting was engaged to lead the end-to-end installation and implementation of ISO 9001:2015 (Quality Management System) and ISO 50001:2018 (Energy Management System).

We began with comprehensive gap analyses and baseline assessments, followed by the development of process maps, SOPs, and documented information fully aligned with each standard’s clauses. Cross-functional teams were mobilized to embed risk-based thinking, process ownership, and performance evaluation into daily operations.

For ISO 9001, we strengthened quality controls, standardized core processes, and introduced KPI-driven monitoring focused on First Time Yield (FTY), Rolled Throughput Yield (RTY), and defect reduction.

For ISO 50001, we established energy baselines, identified Significant Energy Uses (SEUs), defined Energy Performance Indicators (EnPIs), and supported targeted energy-efficiency initiatives.

The engagement concluded with internal audits, management reviews, and certification audits, while Lean Six Sigma principles were integrated to ensure continuous improvement beyond certification.

Results at a Glance:

• ✅ Successful ISO 9001 & ISO 50001 certification
• 📉 Improved process consistency and quality performance
• ⚡ Clear energy baselines, SEUs & EnPIs established
• 💰 Reduced energy costs through structured efficiency initiatives
• 📑 Audit-ready systems with sustained compliance
• 🔁 Continuous improvement culture embedded

The organization achieved internationally certified management systems that improved operational discipline, reduced risk, enhanced customer confidence, and delivered measurable quality and energy performance gains, while creating a strong foundation for long-term efficiency and sustainability.

A high-volume manufacturing operation was constrained by long process changeover times, inefficient production flow, and underutilized equipment. These bottlenecks limited machine availability, reduced throughput, and increased operating costs, directly impacting productivity and competitiveness.

Invenys Consulting was engaged to apply Lean Six Sigma methodologies to unlock capacity and improve operational performance across critical production lines.

We led the implementation of Single-Minute Exchange of Die (SMED) to analyze, separate, and optimize internal and external changeover activities. This was complemented by Value Stream Mapping (VSM) to provide end-to-end visibility of production flows, identify non-value-adding activities, and target waste embedded within the system.

Using a data-driven and hands-on approach, improvement actions were prioritized and implemented directly on the shop floor, ensuring rapid adoption and sustainable results.

Results at a Glance:

• ⏱️ Changeover time reduced by 56% (from 16 hours to 7 hours)
• 🏭 Increased machine availability & uptime
• 📈 Improved throughput and production flow
• 💰 Measurable cost reductions through waste elimination
• 🔁 Lean culture reinforced across operations teams

The organization achieved a step-change in operational efficiency, unlocking significant production capacity without additional capital investment. Beyond the immediate performance gains, Lean Six Sigma principles were embedded into daily operations, supporting continuous improvement, operational resilience, and long-term sustainability.